Tim Mann Email & Phone Number

Stratford Upon Avon, Warwickshire, Gb

Recruited to modernise all aspects of the technology estate and to put IT at the centre of the business at the same time. Created a 100 and two 1,000 day plans with three strategic themes, Brilliant Basics, Changing the Game and Changing the Rules. • Under Brilliant Basics, secured the performance of the core technology services, including the General Insurance Line of Business platform and the Voice and Data networks, which removed IT as the major strategic risk;• Directed the £125m programme to create a new sourcing strategy to exit the existing infrastructure outsourcing contract in favour of new partners, including migration of two Data Centres, roll out of 6,500 new workplace solutions and transformation of the network services; • As part of Changing the Game established a fast start Case Management pilot to remove paper files from the Middle Office and to automate existing processes, yielding a 15% performance improvement;• Created the £21m Cyber Security Strategy for the business, including the letting of the £15m Managed Security Services Partner contract, and strengthening all technological and physical defences. Developed the new Three Lines of Defence model and created a well-rehearsed incident management protocol. Led the restatement of the corporate Cyber Security risk appetite and delivered all updates as part of the Board;• Deployed the Guidewire Billingcenter technology to manage over £1.5bn premium income and assisted in the implementation of the Claimscenter system into the award winning claims service;• Within the Changing the Rules initiative, supported the transformation of the General Insurance pricing by implementing a new Rating Engine, Radar Live, delivering a £25m benefits case.

Stockholm, Se

Stepped in to turn around a 2 year, £51m programme that delivered the combined Skandia and Selestia fund supermarkets• Led the development which resulted in award winning platform and migrated 30,000 broker and 320,000 client records onto a single platform• Implemented iProcess workflow and created new e-business culture and services which have yielded the most advanced platform in the industry, confirmed by the “Platform of the Year” award from Professional Adviser in 2009

Stockholm, Se

Led the Customer Services and IT divisions of more than 1,000 staff, with expense budgets of more than £45m annually, responsible for all service and technology delivery. • Taking over the Customer Services Division as part of the creation of a Shared Services model, moving from a traditional functional division to a service based, high performance team with strong service level performance and low error rates to win both Financial Advisor and Money Marketing Company of the Year in 2006 and retain Financial Advisor 5 star awards in 2006-07;• Responsible for the delivery of a Business Process Re-engineering programme within the Customer Services division, yielding annual run rate cost savings of 30% within 4 years (£6.9m);• Established and ran the “Brilliant Basics” programme within Customer services to reduce error rate to 6 per 1000 transactions and cost of rework by £7m;• Established the creation of a Project Management Office including recruitment of 45 staff and adoption of a project and programme methodology. Also included the implementation of a new project authorisation approach and an enterprise wide resource planning model and project prioritisation method totalling nearly £45m in 2008;• Managed the outsourcing and offshoring to HCL (India) of the UK IT Division in a 5-year deal worth £100m and creating a saving of £22m. Designed and populated the new IT organisation to manage the Indian technology partner, and the various other partners (including South Africa) within the Group;• Personally ran significant Remedial projects within the existing book, involving customer compensation and the validation of more than 500,000 policies and the correction of nearly 200,000 plans with costs of more than £50m

Stockholm, Se

• Led a significant IT division of more than 250 staff, with expense budgets of £28m and capital of £3m annually, more than doubled in size in terms of staffing, man days output and use of technology;• Operated as Chief Information Officer for the entire Skandia Group by chairing the IT Council, personally responsible for the development and execution of the Global IT Strategy for the overall Group;• Served as a non Executive Director for Bankhall (second largest UK IFA network) and Origo (industry standards body), also the Chairman of Bankhall’s membership portal company, IFAengine, developing the Provider subscription programme that raised over £3m of income;• Member of the company Business Continuity and Disaster Recovery committees representing the IT and Customer Services operation, developing the strategy and performing several full scale tests; • Sponsored a number of large and significant IT projects, often as main sponsor and a member of the Project Board or Steering Committee, up to 11,000 man days in size;• Led the creation of a Skandia wide Group Trading system for Unit Trusts using a third party systems development partner, Accenture, yielding a payback within 3 years of launch against a project budget of £10m;• Devised and implemented the strategy, which established Skandia as a major player in the FA E-commerce channel, winning E-commerce Provider of the Year Awards in 2000, 2002 and 2007, as well as building the leading FA Fund Supermarket. Led the UK Group’s strategic thinking for Aggregation and Wrap services within the UK market place, building and launching one of the first UK Wrap products into the FA channel;• Acted as Trustee for Company Health Care scheme and Group Pensions scheme

Stockholm, Se

• Initiated an overall systems development transformation programme, “Darwin” to address the impending legacy technology issues, as well as doubling the efficiency and effectiveness of the IT development function;• Delivered workflow solutions into Customer Services areas resulting in significant improvements in services standards and quality, as exemplified by the regular receipt of 5 Star service awards from the FA community• Managed the delivery of two £2.5m desktop upgrade projects to over 2,500 users rolling out Windows and Office XP, resulting in 15% savings in support costs;

Gb

Operated in the Management consultancy division creating consulting opportunities worth fees of £2m over this period in a variety of market sectors, and delivering assignments to consistently high quality with client satisfaction over 80%. Key assignments included:• Outsourcing of a £10m IT function for a FTSE quoted Science and Technology group;• Interim IS Manager for a large European Pharmaceutical group managing a staff of 22, revenue budget of £3.5m and capital budget of £1.6m;• Leading a consulting team in both the UK and the US involved in the review of the effectiveness of the IS function US of an International Pharmaceutical company, specifically the design of a new organisation and cost reductions of £4m from an £85m IS budget;• Managing the implementation of a £5.2m office automation project within a £250m Defence sector programme.

Part of leadership team for a start up software house, with city based venture capital support, delivering a profitable £1.5m turnover and 35 FTE team within three years. Sold and consulted in the pre sales arena to prospective clients to increase the user base by 30% over three years and introduce revenue worth £50,000 annually

Chicago, Il, Us

Responsible for design and implementation quality procedures and practices into the software development of an integrated solution for the discrete and process manufacturing industry, reducing the fault list by 90% and increasing measured customer satisfaction in this area to 85%. Consulted on the implementation of the manufacturing systems in a Nuclear fuel processing company in a contract worth £750,000

Worked on a European manufacturing rationalisation project, reducing operating costs by £25m in the first 18 months. Deployed MRP II and Just In Time into batch production resources to reduce lead times by 35% and improve quality by 15%.

Msc, Manufacturing Systems Engineering

Bsc (Hons), Mechanical Engineering