Steve Marston Email & Phone Number

United Kingdom

Consulting assignments to CEO/CIO/CTO’s on strategy, tech roadmaps, setting up transformations, organisational restructuring, mergers/acquisitions, growth acceleration and other complex challenges, while in parallel open to my next CIO/CTO full time role in EMEA or APAC.

Ireland, Ireland, IE

• Multi-national retail & wholesale group, largest food & beverage supplier and private sector employer in Ireland; operating in Ireland, UK and Spain | Employees: 42,000 | Revenue €5BnGroup Chief Technology Officer and.
• Developed and led the transformation to a completely new digital team structure and operating model, new leadership team, new best practice operating model with 10% reduction in overall costs and a strategy to double.
• Identified and developed a number of strategic pivots that were needed and initiated POC’s around AI analytics, cloud infrastructure, personalisation, quick commerce, dark stores, robotics, loyalty 2.0 and digital.
• In a year of Christmas like volumes every day, secured delivery of digital services and infrastructure throughout 2021 at 99.95% service levels, zero security breaches and a net reduction in incidents versus previous.

Windsor, Berkshire, GB

FTSE 100 Multi-national energy and home services group, including British Gas, Bord Gais and Direct Energy | Employees: 35,000 | Revenue £30BnMember of the Group Executive Leadership Team, delivering Change and Digital Transformation across the entire group, I took on a short term 'fixer' role where I delivered three things 1) Led the 2019 £340 million.

Al Mirqab, Kuwait City, KW

• Alshaya are one of the world's largest private conglomerates, incorporating retail, e-commerce, restaurants, real estate and hotels, operating in 20+ countries | Employees: 50,000 | Revenue $7BnAs Group Chief.
• I successfully drove the delivery and go live of more than 220 individual projects.
• Hired and developed new IT leadership team, restructured 700 strong IT organization, developing competence centres in Kuwait/Bangalore, reduced average hire time from 6 to 2 months, reduced attrition from 35% to 11%.
• Developed strategy and portfolio roadmap to transform from a bricks and mortar retailer to true omnichannel/social commerce, then led cloud-based implementation
• Drove new digital loyalty technology, now with 5 million members and growing exponentially, higher ATV and AMT, significant incremental revenue and more engaged customers
• Developed unique e-commerce brand factory in 9 months, creates webstores at 10% of earlier costs, can launch one new site every single week and revenues are growing triple-digit % annually

Amsterdam, Noord-Holland, NL

• Global electronics organisation operating in 50 countries |Employees: 120,000 | T/O €25BnDivision President of IT for the Consumer Lifestyle division (T/O €8 billion), reporting to Philips Group CIO, delivering a.
• Leadership, management and coaching an organization of 500+
• Over three years, cut annual IT costs 33% from 2.7% to 1.8% of revenue, while maintaining target on all KPI/service levels
• IT rationalization program from 4000 to 1800 applications, with plan to reduce this to under 200 by 2018
• Reduced reliance on hosted application solutions via transition to SAAS and Cloud platforms – a position many large companies were struggling to achieve
• Led a large and cross functional team to secure the separation of both the Philips Lighting and Philips Lifestyle Entertainment divisions to create standalone companies.

Amsterdam, Noord-Holland, NL

Merge to Consumer LifestylePhilips’ two largest divisions merged into one with >55,000 employees. I led the transformation to a single IT organization and landscape and deployed to 55 country sales organizations and 40 distribution centres. managing a team of 15 project managers, running 4 waves of 10 projects in parallel to complete the program in two.

Amsterdam, Noord-Holland, NL

Global SAP ImplementationI was initially hired to shape and lead the development and global rollout of a new SAP ERP landscape (replacing mainframe technology), managing a team of 80 consultants to design and implement SAP R/3 in 30 markets across all business functions, completed successfully within two years.Acquisition of SonicarePhilips purchased this.

Worldwide, OO

• Working for Deloitte Consulting, I was assigned to work at Corus, which was created when British Steel and Hoogovens Steel merged, prior to being absorbed into Tata. It was Europe’s second largest steel producer with.
• Team covered sales order management (SD), warehouse management (WM), production planning / execution (PP), distribution (LES), quality management (QM) plant maintenance (PM/SM). Most complex element of the project was.

Nassau, Bahamas, BS

Working for Ernst & Young, I was assigned to work at Fergusons, a global plumbing and heating supplies conglomerate, as IT Logistics Team Lead, deploying sales order management (SD), warehouse management (WM), production planning/execution (PP) and variant configuration (VC).

Blackfriars, London, GB

London, England, GB

Frankfurt Am Main, Hessen, DE

Glasgow, Scotland, GB

New York, New York, US