Agilisys prides itself on using “innovation to transform services that make a difference to millions of people across the UK”, and the eServices Transformation team that Tim led exemplifies this strategy. Tim built an innovative eServices proposition that has become one of Agilisys’ flagship service offerings. The core proposition is a blended digital platform for Local Authorities that enables true self-service for the majority of transactional services through any digital channel. This is differentiated in the market by five key innovations that drive up take up and transaction rates and is a key enabler of the Agilisys customer access strategy. Since delivering this solution on time and to budget for Hammersmith & Fulham at the end of 2010, this has achieved unparalleled success with approximately 1 in 2 dwellings registered (55,000 unique registrations), strong transactional channel shift (e.g. 70% of parking permit renewals), and delivery of significant savings. This work has been short listed for the prestigious LGC Innovation Award 2012. The team is in the process of delivering a further 11 services across multiple digital channels. Tim has also embedded a robust set of management disciplines to ensure success, from the recruitment process and succession planning, an Agile delivery mechanism, repeatable deliverables, to strong project management disciplines, and a focus on key financial metrics.

When Tim arrived at Surrey, the council had just completed a major restructuring into four directorates. Tim’s role, reporting to the Policy & Performance Director was to oversee all Policy & Strategy projects. Tim focussed on identifying projects transferred into the new Directorate (circa 150), and rapidly concluded that there were too many projects, scoping and planning was poor, with a focus on outputs, not on tangible outcomes for Surrey’s residents. Tim worked with the management team to prioritise the portfolio down to 20 deliverable outcome focussed projects, as well as introducing a standard simplified project management methodology and restructured the Programme Office to focus support.Since this exercise, Tim was highly valued and asked by the management team to deal with specific issues, e.g. to manage the Improvement Programme by the Chief Executive; to help the Change Director bring together the Transformation Programme; to support the Families Director to rationalise the Families portfolio; and to manage the DCSF Improvement Programme delivering measurable improvements across the board in performance. Tim’s final key role was to facilitate the development of the Councils strategy on behalf of the Chief Executive and his team, and to redesign the Medium Term Planning Framework

Tim worked in the Programme Leadership practice delivering a number of major change programmes in the private and public sector. Tim successfully led two major Service Delivery IT enablement programmes in the public sector both £25m+ programmes of work. These were both complex stakeholder engagements, Tim's role on these were as Programme Manager bringing together the multiple suppliers and team of up 80 people to successfully deliver the IT enabled change.An example from the private sector was MyTravel.com where Tim led the design and development. MyTravel.com is a rich, dynamic and highly personalised website delivering real-time pricing and booking information – a first for this industry. Within the first month MyTravel.com achieved UK number one status for travel sites, overtaking lastminute and expedia. At the time of launch MyTravel.com was estimated to be the largest eBusiness site in Europe, and the third biggest in the World. In 2002 alone over £100m worth of transactions were conducted through the site. Initially Tim was responsible for defining the site’s features and functionality. As the project moved into the main development phase, Tim took on the role of development manager. This involved managing twenty-five development staff and a testing team of five across multiple locations (outer and inner London and Manchester), assigning roles and responsibilities, and ensuring that deadlines were met. Throughout this period Tim was responsible for liaising with the client based throughout the UK, dealing with change requests, reporting to the Operations Director and managing project risks and issues. Post launch Tim successfully managed the transfer of knowledge to MyTravel staff. Tim managed both the Deloitte team and by request of the Operations Director, managed the knowledge transfer activities of the other suppliers.