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 member of the Group Executive Committee, responsible for the delivery of all technology innovation, change and IT services across all companies and brands within the group globally.Joined in the middle of the Covid 19 pandemic, with Musgrave struggling with an office workforce that had almost overnight moved to remote, a decimated food service business but a booming grocery/convenience business and further disruption from online and quick commerce start-ups, I was hired to transform four existing siloed business units into a single world class digital organisation and operating model that will deliver a thorough transformation of business models and customer journeys while protecting the robust and resilient delivery of existing digital services and cyber security. A sample of the key achievements includes: • 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 ‘digital change’ outcomes in 2022 versus 2020. • 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 platforms (versus channels). • 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 years.

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 change portfolio to create in excess of £1 billion in incremental annual cost reductions 2) Transform from Prince 2 to Agile Product based delivery 3) Reorganisation of the IT function, including reducing in size/cost by 50%. All successfully delivered, while gaining amazing experience in consumer/business energy supply, home services, insurance, energy trading, energy exploration/production and distributed renewable power.

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 Information Officer (CIO) I sat on the ExCo and lead an enterprise wide transformation to replace 95% of legacy systems with digital cloud solutions, embedded with best practice that will drive growth, reduce costs and secure a dominant competitive advantage. • 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%, saving £millions on hiring costs.• 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• Reduced data centres from 4 to 1, saving £millions and created a cloud-based DR strategy to protect critical applications and ensure 99.99% uptime• Completed negotiations with IT vendors that secured £millions in savings while strengthening the partner relationships.• Led development of a cloud-based analytics engine with embedded AI giving both predictive and prescriptive analytics. Will replace 5000+ reports, saving millions of man-hours, increase stock availability/reduce inventory and enable personalised digital/social marketing• Transformed IT service desk, driving from 65% to 95% of tickets solved within SLA

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 central role in policy/strategy, service delivery, program portfolio management, organizational transformation, architecture, IT investment, planning and innovation.Leading the design and delivery of both the tactical and strategic IT agenda across all functional areas within the division, developing the business/value case for optimization of financial performance, managing vendors & leading infrastructure/resource vendor negotiations. • 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.• Implemented innovative IT organizational model to transfer project work to strategic partners (Accenture/Wipro/Cognizant), reducing internal non-productive days• Led investigation into IT cost areas – HR, IT, Infrastructure, operations support, real estate and devised a future project portfolio to further cut IT costs below current benchmark

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 years, on time/budget. I created significant annual savings via an integration strategy which removed redundancy and duplication creating a leaner, richer and more automated process and system landscape SaecoFollowing Philips’ acquisition of Saeco, an Italian coffee machine company (T/O €550M), I developed and led a team to integrate Saeco into Philips. Saeco had operations in 40 countries, onshore sales in 12 countries, and two factories in Italy and Romania. Change management and business culture, securing not just an IT integration but a fully transformed and integrated organization, were the key challenges I addressed to achieve success.

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 US company (T/O $500M) – Makers of the world’s first sonic toothbrush. I led global company integration into Philips. My team undertook extensive process design, reconfiguration, development, training and migration to seamlessly integrate without loss of revenue. I created cooperative synergies between two organizational cultures. Sonicare’s marketing and e-commerce capabilities were stronger than Philips’ IT architecture so I worked with Sonicare to develop a new CRM and E-commerce landscape, later rolled out globally and leading to increase in global opportunities and online salesDevelopment of Supply Chain Solution CentresDeveloped a new warehouse concept in the supply chain which combined a finished goods warehouse with an assembly/packaging centre to increase ability to respond to late market demand. I led the team to redesign and reconfigure the core IT systems (SAP, APO and others) to support the new business model. Reduced inventory and increased revenues in the countries it was deployedUpgraded the Philips SAP landscape from release 4.5 to 4.7, including a Unicode conversion. Previous SAP landscape upgrades had taken >12 months; I exceeded expectations by developing an upgrade method and leading my team to complete in 6 monthsAcquisition of AventAcquisition of world leading supplier of baby feeding products (T/O €700M). I led the project team and integrated all Avent’s functional areas into Philips. Delivered the project within the planned 9 months, at 3% under budget, took Avent’s onshore presence from 7 to 45 countries, drove technology improvements in forecasting leading to higher CSL/OTIF.

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 40,000 staff worldwide. Annual sales >€11 billion.Led a team of 15 consultants - part of an overall project team of 50 consultants - to design, build and deploy a new SAP suite solution for their hot and cold ‘Strip Products’ division. • 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 the use of the SAP product configurator, no two products produced were ever the same, the solution had to be developed such that each sale could be configured with all the specifications of the steel required to develop the correct pricing, costing, bills of materials and production routing/orders.

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