Stuart Birrell Email & Phone Number

Strovolos, Cy

Risk Committee and HR Remuneration CommitteeCyber security and technology board championProud to be part of this 125 year old institution supporting the economy and growth of Cyprus.

London Luton Airport, Gb

Working across the broad easyJet team to develop the post-covid operating model and strategic capabilities in IT, Data and Change. Making sure we propel easyJet to be one of the winners in aviation.

London, England, Gb

Bath, England, Gb

Supporting Simon and Matt as they grow this exciting technology business

Brought in to transform the technology and passenger experience for the £3b global hub airport, and Europe’s busiest, handling 250k passengers per day and bidding to expand with 3rd runway in £30b, 20-year masterplan. Reporting to the new CEO, responsible for smart investment of the £200m technology budget, leadership of circa 2k technology resources globally, using innovation to create the world’s most automated and efficient airport with the best passenger experience and new revenue streams from digital, AI based, customer engagement. • Initiated and delivered digital transformation programme across the business to improve passenger experience, generate new revenues and upskill the workforce.o Developed new, and first at an airport, AI driven B2C customer engagement platform and implementation strategy with CMO; on track to deliver 10% incremental revenue from commercial enterprises.o World-leading integrated automated passenger processing – self bag-drop, boarding gates, security - physical and logical (ML/AI) all integrated with 90 airline passenger booking systems. Most automated airport in the world by end 2020. o Created ‘Smart City’ approach to integrate real time big data streams delivering situational awareness and orchestration across 90 airlines, 400 organisations and 75,000 staff operating on airport every day to deliver the best performance in Europe at 99% capacity.• Major overhaul of cyber security strategy and capability with ongoing collaboration with multiple Government and international agencies. Significant influence on legislation implementation.• Created digital twin platform to streamline £30billion investment programme for construction.• Formal board and committee memberships o Executive Director – Heathrow Airport Ltdo Safety and Operational Risk Committee o 'Simplify the Business' global strategy board - IATAo Airports Council International Global IT committeeo Industry advisory board – Brunel University

Woking, Surrey, Gb

£700m privately held F1 Racing, Automotive and Technology Group. Joined as new high performance roadcar business about to launch. The newly centralised IT team provided support to four disparate and competitive businesses under one roof on common technology services.• Established company as technology and data showcase helping establish and grow multi-million technology sponsorship deals including SAP, Vodafone, GSK and Dell with our F1 business. • Re-architected and industrialised core IT services to support the rapid growth and diversification of the business. Maintained a flat IT budget whilst the business revenue grew 50%. (£300m)• Established the concept of a virtual IT team to work with the various indirect technology teams who led development in the F1, marketing, big data, real-time analytics and digital fields. This enabled significant advances in productivity: doubled the rate of software change on F1 car, ground breaking global automated software updates distributed to roadcars.

Horley, Gb

Hired to lead technology divestment of this £500m business, reporting to the CEO of the airport during its enforced divestment from BAA Group and acquisition by private equity.• Devised, and implemented, the IT strategy and transition plans to enable the rapid divestment and separation. 50% of legacy systems eliminated. Separation was delivered 3 months early and on budget.• Developed the future-state IT operating model and stand-alone organisation design, for this £22m operation. 20% savings through smart sourcing and systems simplification. Built core team from 2 to 40 in 6 months.• Worked with airlines and operations to create innovation accelerator. 75% improvement in check-in time for Norwegian (first sub-30sec check in), first biometric based active queue management, central operations control centre. Technical and cultural foundations for the subsequent 50% business growth.

Lake Zurich, Illinois, Us

Reporting to both the Global CIO and European CEO and a member of the European Board of this £250m subsidiary of a US owned global supplier of office products. Recent acquisition of major competitor with duplicated country-based operations.• Led the post-merger integration of two competing teams (50 staff, £6M budget), reduced costs by 20%.• Directed the creation of a £20m pan-European shared services centre in the Netherlands to provide Distribution, Finance and IT services to 17 operating companies in 9 countries, reducing overhead costs by 12% • Led the distribution business function (360 staff, £20M) during the latter stages of the programme.

Purchase, New York, Us

Responsible for all computing, storage, client and networking services, covering two data centres, 4 countries and over 70 sites. Team of 30, £4.5million operating budget providing a combination of internal and outsourced capability. Implementing major re-structuring of fragmented team with focus on core operational service capability. Using ITIL framework to guide best practise. Liaison with international teams on roll-out of global initiatives. Integration of acquisitions into operating model.

Purchase, New York, Us

I am responsible for managing all aspects of development around the Oracle enterprise system. This covers long term strategy, resourcing and multi-million pound projects projects, and ongoing support.Relationship management with Finance, manufacturing, purchasing, and HR.

Purchase, New York, Us

Successful resolution of technology, contractual and organisational failures which had lead the automated warehouse and distribution centre into crisis. Redesign, and implementation of, technical operations and support team. (team of 22). Renegotiated £5million supplier and outsourced support contracts to build long term partnership. Internal consulting on strategic planning for expansion. Delivered plans and capex for further site expansion.

Mba

Bsc (Hon) 2:1, Electrical & Electronic Engineering