Steve Thompson Email & Phone Number

United Kingdom

Royal Leamington Spa

P2 Consulting is a market leading business transformation consultancy and one of the fastest growing businesses in the sector, rapidly becoming a challenger and smart alternative to the large consulting companies. P2 works in partnership with clients to turn their business ambitions into reality, bringing a unique blend of leading-edge thinking and hands-on delivery. P2 works with blue chip clients from across multiple sectors including retail, financial services, media and the public sector.Steve's most recent engagement was as the Programme Director at a major utilities organisation, responsible for leading the recovery of a failing S4HANA programme of work. He shaped both the approach and the delivery teams to enable a phased, rather than a 'Big Bang' approach. Split into three delivery tranches, Central Finance, other Back office functions and Asset Management. Mapping out and enhancing the end to end Business Processes to ensure efficient and effective delivery of services, to become more resilient to customer needs, change management and regulatory requirements.

Derby, England, United Kingdom

Heading up both S4HANA and Success Factors developments/enhancements, aligning the IT strategy to the Business Strategy and management of the Enterprise Services.

London, United Kingdom

Project One, the UK’s largest independent consultancy that specialises in leading transformational and business-critical change.More than ever before, being great at change is a key differentiator in the business world. Organisations need to serve increasingly sophisticated consumers, face more agile competitors, respond to more regulations, and exploit digital and mobile technologies.Steve is working on improving change capability with Project One clients.

Slough, United Kingdom

LeasePlan’s core business is to provide full service fleet management to business users and the public sector. As a worldwide company they are known to cater for specific needs of company fleets around the globe.Having assured several of LeasePlans key inflight programs, Steve was requested to manage the replacement of Masterpiece and introduce SAP ERP to the Legacy landscape. The UK were given the opportunity to blueprint and subsequently prove a Global Solution pilot that could subsequently be rolled out to the other entities. The SAP Modules used in the solution included FI/CO, MM, TRM, SD & PS; the following SAP systems were also used, ECC, SRM, PI, BW and GRC. At the height of the programme over 120 people were involved in the build, configuration and test of the software. The cost of the project was in excess of €20M. Successful implementation was completed in Q1 2015. Steve was subsequently retained to ensure all applications (c.130) that were running on server 2003 were upgraded to a supportable platform or decommissioned.

Worldwide

Program Management Consulting arm (formally PIPC) of the Cognizant Global Team of more than 150,000 professionals around the world that are dedicated to helping clients build stronger businesses. Cognizant enjoys a strong reputation for effective corporate governance, financial stability, and disciplined management, which have enabled them to achieve consistent and industry-leading growth year on year.The newly formed global Program Management Consulting organization, focused on implementing large-scale, complex, and business-critical IT development and integration programs. What is now known as PMC was originally founded in 1992 as PIPC GLOBAL PROJECT SOLUTIONS, it is a leading Programme and Project Management organisation with over 300 professional consulting staff. At any one time PMC is responsible for delivering over £3bn of business transformation and IT projects. We have worked with more than 175 mult-nationals and have delivered over 500 assignments. Steve was primarily focused on delivery of major programmes of work and has worked with several blue-chip companies globally to achieve their goals.

London, United Kingdom

Deutsche Bank is a leading global investment bank with a substantial private clients franchise; Deutsche Bank offers unparalleled financial services throughout the world.Steve was requested to fill a role at short notice to recover the implementation of a Global Clarity Initiative. He introduced the necessary governance controls and cadence timetable to ensure that all workstreams worked effectively together towards the August Go-live date. He also introduced forums with the workstream leads to ensure Reporting, Standards, Dependencies along with Risks and Issues were addressed in a timely manner. The technical Go-live date was achieved so that the existing 2012 and subsequent 2013 ‘Book of Work’ could be loaded into Clarity.

Katowice, Poland

With more than 400 brands focused on health and wellbeing, no company touches so many people’s lives in so many different ways as Unilever.Their portfolio ranges from nutritionally balanced foods to indulgent ice creams, affordable soaps, luxurious shampoos and everyday household care products. They produce world-leading brands including Lipton, Knorr, Dove, Axe, Hellmann’s and Omo, alongside trusted local names such as Blue Band, Pureit and Suave.Responsible for the Plan, Analysis and Design stages of Integrating an Oracle Transport Management application to the SAP enterprise infrastructure. Data Cleanse and ETL of Master Data also carried out.

London, United Kingdom

Lloyds Banking Group is the largest Retail Bank in the UK, formed through the acquisition of HBOS by Lloyds TSB in 2009 Responsible for assuring the IT programme that merges Lloyds TSB with HBOS, moving to one common banking platform, creating the largest bank infrastructure in Europe. Subsequently working on the carve-out divestment programme to create a new bank that will become the 6th largest Retail bank in the UK.Established and rolled out the necessary operational governance model to measure, report and control the programme, both business and IT processes. Offered and managed any recovery actions required to keep a programme of this magnitude on track.

New York

Metropolitan Life Insurance Company provides insurance and financial services to individual and institutional customers globally. Steve worked with the Auto & Home, Institutional and Global Applications Lines Of Business (LOB) in 2008/09 to reduce their IT sourcing budget by $50 million. He assisted with the unification of “Plan, Build and Operate” models in preparation for a cross-LOB venture to off-shore the majority of Application Development through a competitive tender process.

Responsible for ensuring that there are projects in place with sufficient substance to realise the embedded savings suggested as part of the 2008 Cost Savings Programme. Audit all new initiatives and provide evidence of the benefits. Benefits realisation of £6million.Initiated the strategy to shape the Service Support and Delivery Directorate for 2010. A further £14 million reduction in budget estimated.

Responsible for delivering a Global end-to-end converged data and voice networking environment delivering a fully self provisioned voice and data solution on a Cisco infrastructure platform. This included managing, guiding and controlling the performance of both internal resource and 3rd party suppliers. Set up a Governance structure, including the PMO, to effectively manage a global programme with over 950 locations.

Programme Management of the implementation of several streams of the Business Optimisation Programme - the largest retail programme in the UK. Consolidation of 35 Business Systems giving estimated annual savings of £3 million. Management of up to a team of 200 developers, 50 testers and 20 operational staff, made up of 50 individual projects contained within 21 workstreams. Ensuring that all project, workstream and programme goals are delivered to time, budget and quality. Implementation Manager for the international releases ensuring that the phases were completed to schedule.

Responsible for the evaluation, planning and transition of development of new and support of existing applications (primarily Web Applications). Due Diligence of the Indian Offshore Development capability, including several trips to Bangalore and Hyderabad. Successful reduction of contract/permanent staff with minimal impact to the business. Establish the necessary governance model to measure and control the success of the ODC from a productivity and qualitative perspective. Multi million pound savings in development, testing and maintenance costs. Set up the network infrastructure between the UK and India

Managed a team of specialists responsible for the migration and test of processes and data from legacy systems to a Siebel 2000 CRM system and subsequent upgrade to Siebel 7.5.2. Formed successful partnerships with several external suppliers managing multi-million pound contracts. Capital/revenue budget of £12 million annually. Managed the outsourced supplier responsible for developing the CMS, Internet, Extranet and Intranet web sites. Responsible for all transition activities from business case into production support.

Managed a team of 100+ external developers to enhance a fully integrated OSS, BSS, CRM and ERP infrastructure which is business process driven. Met the changing requirements of the business in a timely, cost effective and efficient manner by creating an IS roadmap and using proven technology. Design Authority for Easynet’s IT systems. Captured and prioritised customer requirements in line with the company objectives and business plans. Forged and maintained relationships with external partners and third party suppliers. Responsible for the consolidation of all IT systems having prepared for and completed a reverse merger with Easynet.

Developed and introduced a streamlined Service Level Agreement across the company working with all stakeholders to develop effective relationships between IT and the core business units. Managed the transformation of the Customer Services Centre (call answering and logging desk) into a technical function that provided ‘simple fixes’ to ensure key performance targets were exceeded consistently. Coaching and mentoring provided to achieve a strong customer focus with common aims and objectives. Programme Management of all financial applications in preparation for the New Electricity Trading Arrangements enforced by OFGEM, the Electricity Regulator. Carried out several due-diligence exercises, which led to the purchase of Telecommunication companies in Europe and the US.

Managed interface between IT/IS and Sales & Marketing. Key responsibilities included ensuring that alignment of customers’ business plans and IT service delivery, working co-operatively to achieve common goals (in preparation for the electricity industry deregulation, 1998 programme). Set-up, maintained and controlled internal and external Service Definitions and Service Level Agreements. Employed ITIL Service Management best-practices throughout. Day to day management of Sales & Marketing’s IT budgets. Line management of a small On-site support team and an Operations support team. Combined monthly feedback meetings for key customers and Service Providers. Managed customer expectations and thus enabled all parties to understand each other’s business areas.

Managed a team to support a new concept in BT, a three-tier architecture; using previous mainframe experience in guiding the software developers to ensure operability of the finished product. Managed and coached the team before the product was rolled out nationally in March 1996. Compiled, documented, review and recommend procedures required before GO-LIVE. Negotiated Service Level Agreements and Memorandum Of Understandings with customers and suppliers. Developed Client/Server skills for the provision of support, guidance, briefings and training to all levels of personnel. Seconded to set up Customer Acceptance Test Team in London, including project managing, installing, configuring and co-ordinating technical end-to-end testing of the three-tier architecture used in the SMART environment. A unique opportunity to contribute to a £87 million programme at all stages of the ‘project lifecycle’.

Diploma In Management

Mba (It), Information Technology

Diploma In Sports Psychology

Diploma In Business Excellence