Simon Staveley Email & Phone Number

Addlestone, Gb

London, England, United Kingdom

Responsible for building and executing a programme of IT tactical and strategic initiatives across the People & Development (P&D) function within Soho House. Helping to shape the future HR/Payroll landscape delivering a global HR transformation.

London, England, United Kingdom

Led initial three month “deep-dive” evaluation of DEFRA Group HR data landscape and capabilities assessing data strategy, technology & tools, ways of working, attitudes & behaviours, gover- nance, risks and issues:• Selected and onboarded technical consultants Parity to support detailed assessment• Interviewed 50+ internal/external stakeholders and compiled database of information• Enabled virtual voluntary team of data SMEs across DEFRA, implementing the datasharing platform and increasing information sharing and collaboration• Developed and delivered key output and deliverables of the evaluation to HR COO, in- cluding baseline portfolio of all HR data related projects across DEFRA, critical issuesand recommended actions to begin addressing the problem

Surrey

Data centre migration to IBM Project and Programme Management of multi-wave migration activity Stakeholder managementCutover and rollback planning and executionManagement of network and infrastructure activitiesManagement of end to end testing, including validation of scope, plan and test evidence, both functional and non-functional Responsible for ensuring successful transition to service delivery team, service desk and operational acceptanceMaintaining quality assurance of all deliverablesManagement of the tender process and onboardingManagement of contractual milestone measurement and reporting

Aldershot, Hampshire, United Kingdom

Responsible for all Business Analysis activity across the BBC TV Licensing Programme, managing a team of 10 analysts, both permanent and contract, focused on transition from multi-vendor/multi-platform infrastructure to a COTS Oracle Siebel modelAccountable for the definition of current and future to-be processes and system design and the cataloguing of functional/nonfunctional and technical requirementsIntroducing and embedding business process re-engineering to improve customer service, customer experience and reduce operational costs

Governance, Scope & Controls - organising and administering governance timetable, providing challenge and coaching to project managers, identifying and addressing assurance improvements, managing portfolio inventory and collating and quality assuring all materials for project, programme and board level meetings, both internally within Capita and client facing to the BBC and their partners. Reporting and RAID Management - responsible for reviewing, scrutinising and challenging programme level reporting, governance and the quality and accuracy of risk; collaboratively working with project managers and colleagues to monitor lower level risks and issues; collating, managing and facilitating programme level RAID logPlanning - responsible for reviewing programme planning, resource management and supporting project managers in the preparation of weekly client reports

London

Account Executive: responsible for implementing cloud solutions using technical/IT consulting and services sales skills, working on the client side of implementations and technical delivery of services, including strategic account planning, establishing partnerships with key accounts, leading solution sessions and leveraging on-going business revenue.

London, United Kingdom

Following the acquisition of Taleo I joined the Oracle UK and Ireland Consulting Sales organisation, focusing on Human Capital Management, including Oracle’s Fusion HCM and Taleo HCM productsContinued responsibility for leading sales effort of Taleo service offerings in UK/Ireland, focused on ensuring the smooth transition of the acquisition of Taleo products and services to Oracle.- led the merging and adaptation of Taleo tools and processes for selling services to Oracle, running training sessions for the Oracle Direct Telesales team in Dublin (Ireland) and the HCM Consulting Sales Managers in Germany, France and Netherlands. Successfully delivered knowledge sharing, best practice and customer insights about Taleo, the product capabilities and how to position and sell Taleo Services to prospects and Oracle customers alike. - developed strategic partnerships with Risk Management, Project Management Office (PMO) and internal stakeholders to enable the continued sales of Taleo Services and minimise the impact to existing opportunities and customers

London, United Kingdom

Taleo was a provider of on demand unified talent management solutions for organizations around the world to assess, acquire, develop and align their workforce. In February 2012, Oracle acquired Taleo and continues to use Taleo software name for its talent management software suite, Oracle Taleo Cloud Service.At Taleo I was responsible for leading the sales effort of Taleo service offerings, including Professional Services, Education and Support Services across EMEA- Developed effective relationships with internal and external stakeholders, drove the qualifying, pricing, positioning and closing of services opportunities- In addition to working closely with the Services Delivery Organisation, I partnered the Regional Sales Managers, Client Executives and Regional Sales VP in identifying customer business objectives and requirements which translated into Services opportunities for Taleo- Developed Account Strategy in partnership with Regional Sales Managers and Client Executives to effectively position Taleo Service solutions and value to prospects and existing customers- Additional responsibilities included services pipeline development, services sales forecasting, opportunity identification and qualification, completion of RFI/RFPs, development of tools and materials required to quote and present Services, proposal creation, customer interviews/scoping sessions, and statement of work creation, negotiation and successful execution.

Responsible for the IT delivery of a wide portfolio of projects spanning the Leadership Development space, encompassing Recruitment, Performance Management, Talent Management and Learning. Internal IT Consultant to the Global HR Directors, creating, identifying and responding to opportunities and demands for products and services. Strategic review of plans, looking ahead to technology opportunities, advising on IT trends in the HR industry. Ensuring effective design and operation of processes related to application and infrastructure design, project planning, security, risk and compliance management and service management.Lead Information Technology Manager in the following projects/programmes:• Global Peoplesoft 9.1 Feasibility Program, c. €30m, leading the Functional Feasibility Assessment across Recruitment, Learning, Performance, Talent Mgt and Reporting• Global Strategic Learning Program, c. €5m, accountable for delivering technology in LMS and Sharepoint integration to provide global learning platform• Global Future Leadership Program, c. €10m, accountable for delivery of new Graduate Recruitment technology platform• Global Recruitment Improvement Program, multiple responsibilities to deliver strategic improvement projects across recruitment, launching new graduate recruitment application tool, service optimisation, rebranding of employee job boards and process re-engineering. • Global Performance & Talent Management, accountable for implementation of multiple releases of new technology platform to radically change approach to a performance management.

Starting in 2003 as Project Manager working in the Out-of-Home channel, focused on the Foodsolutions business, I was the European Account Manager for all CRM Solutions, primarily Siebel, focused on the implementation of Siebel to several major countries in Europe and working to build up blended project team with 3rd parties. I was the lead European IT representative at senior management forums and key point of contact for senior stakeholders, selling the benefits, translating functional capability to consumer benefits to gain buy-in. In July 2005, I brought on a team of 4 project managers to continue the deployment schedule, whilst I defined and implemented processes for project deployment and account management, business case and budget management for new countries, fit-gap analysis, workshop facilitation. I created and administered European wide Change Board to review requirements, prioritise, build business case, seek funding and plan for new releases. Developed release strategy and built up strong relationships with outsourced delivery parties and vendor to deliver strategic wins in the marketplace, accountable directly to the Country Sales Directors and Foodsolutions Management Board, the business worth circa €600m turnover with approximately 750 field sales staff.

Project manager accountable for replacement of Warehouse Management System in critical UK distribution centre. Full lifecycle management from analysis through design, build test and deploy of 3rd party software. On-site stakeholder management, project reporting and status updates, budget reporting and issue/risk management.

Joined the Unilever Future Leadership Programme and my training within Unilever spanned a range of positions across various Business Units, including relocation on several occasions as part of my development. The program encompassed multiple assignments to both learn and deliver, spanning marketing, finance and infrastructure continuity planning. Highlights included implementation of Bertolli Olive Oil micro-site and UK PR launch activity, development and presentation of TPM Level 1 Cost/Loss structure for AC2002 factory based site audit and formation of migration methodology for all UK based servers to standard European model.