Tim Cope Email & Phone Number

Sydney, Nsw, Au

Sydney, Australia

Endpoint Consulting is a one of Australia's only consulting firms with an IT Service Integrator business model.The company assists organisations to transform their IT infrastructure and operating model - particularly in multi-sourced, IT environments.Endpoint's core expertise lies in contemporary network strategies, hybrid cloud infrastructure environments, end-user computing and business-driven, digital transformation. The company provides integrated support for clients at each phase of the transformation lifecycle and also provides ongoing service management support for complex supplier environments.The company has experienced signficant growth over recent years and has offices in Sydney and the UK.

Sydney, Australia

Tim was one of four directors brought in to revitalise the business.He had responsibility for building company revenues and developing the company's core competencies in the areas of IT Strategic Planning, Architecture, and transformational Program Management. In addition to meeting annual sales targets, his major responsibilities included:­- Sales and marketing, developing the company’s portfolio of offerings and closing deals­- Engagement management, acting as the Principal for major consulting assignments­- Practice management for IT Strategy, Architecture and transformational Programme Management- Building an effective associate base­- Developing supplier relationshipsTim played a key role in helping the company achieve revenue growth that saw it named in the BRW 100 Fast Starters for 2011.

The University of New South Wales is one of Australia's leading research universities with assets of over AU$1.8bn and annual revenues in excess of $850m. As a member of the senior management team, Tim had executive accountability for an $80M annual ICT budget and over 400 IT staff across all University campuses. His major responsibilities included:- Management of central, shared-services IT organisation comprising some 185 staff.­- Governance (including policy development) across a federated, University IT delivery model­- Sponsorship and oversight of demand-side processes including strategic and operational IT planning­- Supply-side, strategic sourcing decisions­- Sponsorship and facilitation of IT risk management activities

Reporting to the CIO, Tim had primary accountability for IT Strategy, Systems and Technology Planning, and the architectures that underpin both these activities and the development life-cycle. He was responsible for the direct management of 30 staff and an annual operating budget of $4.5M. The planning work of Tim’s group formed the basis of Optus’ IT Capital Plan, which contained yearly investments in the order of $200M.

Reporting to the IBM Program Executive, Sydney Olympics Project, Tim had primary accountability for developing an architectural framework with which IBM could build solutions that were transportable across at least 3 Olympic Games. He was responsible for a team of 3 Sydney-based staff, and 5 other staff based in IBM’s Games Systems Centre, Madrid.Tim’s primary engagement was with the SOCOG management team and the IBM World Wide Olympic Team, acting as the conduit between software development in IBM Spain, and the customer based in Sydney. Based on a fixed-price agreement, there was a need for the SOCOG team to understand the capabilities of IBM’s Games software, and to communicate back to IBM, changes required by SOCOG.

Reporting to the Manager, Strategy & Planning - AMPLUS (AMP’s consolidated IT division), Tim was accountable for the development, maintenance and implementation of enterprise IT architectures, to serve the consolidated IT needs of its Australasian businesses and a development capability of approximately 900 technical staff. He was responsible for 9 staff working in a central group, the “competency management” for over 40 professionals working in designer/architect roles throughout AMP, and an annual operating budget of $3M.