BAT acquired the remaining 57% of Reynolds American Incorporated in July 2017 making BAT the world’s largest international tobacco company. Total annualised synergies were committed to investors totalling around USD $400m per year as part of the acquisition.The IT Integration Manager role is responsible for the roll out of standardised BAT applications, infrastructure, IT operating model and synergies delivery for the integration. In addition, the role has significant responsibility to help drive the overall functional integration scope and approach to ensure maximum value is derived from the acquisition.The IT integration plan is phased over 4 years in total and is broken down into 4 phases to ensure minimal disruption to a USD $10.5bn (2017) operating profit organisation. The phases comprise of:- Phase 1: In order for BAT & RAI to begin to operate as a single company from day 1, basic network connectivity was established and basic email and calendar access provided, and group reporting & treasury functionality implemented.- Phase 2: Implementation of BAT Windows 10 / Office 365 / Sharepoint standard to 6000 RAI users; decommissioning of legacy RAI applications; commence migration of RAI local applications to BAT cloud; build & deployment of new BAT standard for corporate Intranet.- Phase 3: Implementation of strategic enablers for phase 4. Deployment of a new management, statutory & fixed asset reporting application for RAI, and provide automated integration to Group reporting . Implementation of EHP8 upgrade and Business Suite on Hana on BAT TaO platform, as this is a pre-requisite before TaO is deployed to RAI.- Phase 4: Implement BAT strategic systems and operating model into RAI. This will commence mid 2019, concluding in 2022.Total budget for the entire IT integration plan is approximately £70m and a team size of 40-200 people.

New Markets 1 is a successor to BAT's Tao transformation programme. The goal of the New Markets 1 (NM1) programme is to complete the Tao roll out for the remaining markets which were never included in the original scope of TaoThe scope of NM1 implementation includes Indonesia, Greece, Serbia and Croatia. Although NM1 is a very different scale to the Tao programme, it still represents enormous challenge due to the significant business change and business transformation required particularly in Indonesia and Croatia. NM1 is due to go live on January 1, 2017.

The Tao Programme is British American Tobacco's flagship business transformation initiative. The programme's scope covers a suite of SAP products (ERP, APO, Business Planning & Consolidation, Business Information, & Product Specification) as well as a new operating model and organisational design. This programme has a significant investment over a 5 year period and will transform the BAT organisation into a globally integrated organisation - offering significant benefits to the bottom line.Reporting to the Tao Programme Director, I am responsible for the Design of all Tao related applications, business processes, and reporting. The scope of the Tao applications covers SAP ERP ECC6, Business Planning & Consolidation, Business Information, Product Specifications, APO and integration into legacy applications.

The Tao Programme is British American Tobacco's flagship business transformation initiative. The programme's scope covers a suite of SAP products (ERP, APO, Business Planning & Consolidation, Business Information, & Product Specification) as well as a new operating model and organisational design. This programme has a significant investment over a 5 year period and will transform the BAT organisation into a globally integrated organisation - offering significant benefits to the bottom line.Reporting to the Tao Template Head, I was responsible for the finance, HR and BI implementation for the pilot stage of the programme (Malaysia, and Treasury companies in London). With approximately 90 direct reports, the scope of the role covered both the functional requirements and design, as well as the IT delivery to the pilot organisation.The pilot was a major success and went live on time, and in full in September 2012.Due to my significant involvement in the pilot's success, I was asked to take on my next role as Tao Head of Design.

Reporting to the One SAP programme manager, I have responsibility for the finance functional requirements and implementation on this single global template SAP project.

Reporting to the One SAP Programme Manager, I am responsible for the Finance Front Office implementation in BAT's new global SAP template project. This includes the following areas of the global finance implementation:i) Management Accounting & Reportingii) Statutory Accounting & Reportingiii) Group & Local Consolidation for Management & Statutory Reportingiv) Planning & Budgetingv) TreasuryThe project is due to go live for the pilot market in Q2/Q3 2012 and the current phase of the project is focussed on the business requirements gathering.

Responsible for global implementation of "17 Reports" project in British American Tobacco. This global finance transformation initiative had 3 major workstreams within it:i) Implementation of SAP Business Warehouse reporting solution, comprising 17 major reports with 50 views of the information. The 17 Reports were defined as a global standard allowing consistent comparison and reporting at both market and above market level.ii) Signfiicant changes to regional backend SAP R/3 systems to support the standardised reporting definitions - to allow all required data to be extracted in the required format and granularityiii) Massive business change across the organisation, with revised business processes, accounting methods, standardised monthend close and reporting timetable.My project team was comprised of a mixture of business & IT professionals. Around 40 of these team members were based in London, with the remaining 30 spread across Argentina, Brazil, South Africa, UAE, and Netherlands.