IT, Projects and Management Consultant
August 2008 – Present
Independent Contract Consultant specialising in Project Management, bridging the gap between the business and IT. Responsible for personally delivering a range of recent assignments, including the following:
Virtual Systems Migration, Axis Engineering, M&E Engineering. Migrated a small London-based consultancy from physical systems using SBS 2011 to virtual systems using Office 365 and Cloud-based storage. The migration was completed during an office relocation and included the transfer of all data and domain names and the subsequent user set-up and support.
04/2011-06/2013. Senior Project Manager:
Integrated Baggage IT Solution for Heathrow Airport. Responsible for managing the delivery of a programme of Airport-wide workstreams totalling £13.7M. Managed the successful implementation of a consolidated ESB infrastructure and migration of existing clients. Managed the design, development and implementation of new ESB services for Baggage, Updated Flight, Facilities, Equipment and Airfield Logistics. Managed the design and development of a highly resilient and scalable Airport Database using Oracle RAC and associated technologies.
07/2010-03/2011. Project Manager:
Airport Data Repository Detailed Design for Heathrow Airport. Managed the successful delivery (9mths, £505k) of the detailed design for a bespoke and highly resilient Airport-wide Database to enable integrated operation and reporting for all Baggage systems across Heathrow. Based on Oracle RAC, the solution is a core component of a £13.7M Baggage IT Programme. The engagement led into a further 6-month programme-level role responsible for re-energising business sponsorship (up to and including BAA Executive Board level) and for re-establishing business drivers and benefits to secure IT Baggage Programme funding and re-integrate the programme as a key enabler for Heathrow’s £845.9M Baggage Capital Investment between 2009 and 2014.
11/2009-05/2010. Project Manager:
Systems Options and high-level design for C&C Technology. Managed a team of consultants and technical architects to deliver high-level designs for core elements of the Airport’s next-generation Integrated Baggage initiative (HIBS) on time and to budget (9mths, £360k). The proposed design uses common messaging formats and a modular approach to centralise communications on an Enterprise Service Bus with common interfaces for all clients and services.
Process Mapping and Requirement Documentation for Morgan Stanley, Investment Bank. Improved efficiency, service levels and reduced costs within the London Property Services division by implementing a new HP Service Manager tool. Defined and agreed business processes, specified system operation and managed the full implementation lifecycle from process mapping and re-engineering through to development, report creation, end-user training, launch and transition into ongoing support. The work has subsequently been used as the basis for systems in the Americas and Asia Pacific regions.
08/2008-07/2009. Project Manager:
Application Software Development for Linklaters, UK law firm. Re-structured and managed a £500k project to develop and globally deploy a bespoke tool to extend the firm’s Documentum Document Management System (DMS) to directly store email correspondence by client and matter. The project scope included implementation of an Autonomy IDOL 7 search engine and a Blackberry application to provide remote access to emails stored in the Documentum DMS. •08/2008-08/2010. Consultant: Business Services Development, Morgan Stanley, US Investment Bank. Developed a shared service offering to allow expertise and resource in the London Office to be quickly and easily deployed to other regions. Worked with the firm introduce Move Management and Hardware Build / Deployment services into their Glasgow Offices, giving significant improvements in service levels, reporting and cost visibility.
01/2009-02/2009. Consultant / Author:
Strategic and Process Documentation, Space Data Technology. Developed a core project strategy and set of process documentation to ensure a structured, repeatable approach for all projects.
REDSTONE LIMITED (Formerly PANDI LIMITED)
Business Technical Manager / Service Delivery Manager
July 2004 – August 2008
A leading IT network services provider offering a broad range of consultancy and value added services. The company specialised in the creation, maintenance and management of IT environments for all manner of organisations through the provision of various services from ad-hoc solutions to complete IT outsourcing.
I joined Pandi in mid 2004 as a Service Delivery Manager with a broad trouble-shooting remit to get involved in a range of projects and client accounts that needed someone to help push them forward. In this role, I tackled a range of tasks from introducing security cards and implementing ISO9001:2000 through to account managing Land Securities.
Over time, the role evolved into that of “Business Technical Manager”. This was a broad and highly varied position, drawing on adaptability and multi-discipline skills to support the business across a wide range of areas throughout the entire client lifecycle; from pre-sales support and consultancy through to account management, project management and consultancy.
Whilst in this role, I personally managed or made significant contributions to projects with numerous blue-chip clients, including: ASP-one, BAA, Babcock SGI, Ekwienox, Equant, Hidden Croatia, Land Securities, Sail Croatia, Morgan Stanley, Metropolitan Police, Tower 42, Zurich Financial Services.
ADARE ON DEMAND COMMUNICATIONS
Head of Information Technology
May 2001 – July 2004
Following their acquisition of Kall Kwik UK, a former competitor to Prontaprint, Adare On Demand Communications was formed to centralise and share common functions between Prontaprint and Kall Kwik (UK).
Shortly after the merger, I was selected as the new Head of IT for both companies and was given responsibility for merging and migrating systems to a new shared set of offices; a task that I completed on time and within budget.
In addition to the transient responsibilities of merging and moving the two companies, the Head of IT role combined the IT Manager positions from both companies, carrying management responsibility for 6 staff, a department budget of over £825k, for the provision of support services to a network of over 350 centres and for the development, operation and maintenance of a shared set of IT systems to support the operation of all 3 organisations.
IT Manager / IT Executive
October 1999 – May 2001
Prontaprint was the largest and best known brand in the print-on-demand marketplace with nearly 200 digital design, print and copy centres in the UK and Ireland. Voted a “Business Superbrand” on several occasions by The Brand Council, Prontaprint was also the longest established brand in the market.
I joined Prontaprint in Late 1999 as an IT Executive, to assist with the roll-out of a new business software system and with the development of an eCommerce system. In contributing to these projects, I was responsible for a wide range of tasks including software installation, training planning and delivery and project management.
I soon progressed to IT Manager which was an operational management position requiring a flexible, hands-on approach to deliver against a range of ongoing and project based tasks. Responsible for the management of an IT team and department budget, the provision of IT-related advice and support to a network of 200 franchised centres and for the development, operation and support of the IT Systems within Prontaprint Limited.
April 1997 – October 1999
Computer People are a well established and respected recruitment consultancy specialising in permanent and contract IT vacancies. Seeking a more “public-facing” role, I joined them in early 1997 as a Recruitment Consultant which is a highly autonomous, consultative, sales position.
During my time with Computer People, I was responsible for developing new business and growing existing accounts through the sale of appropriate recruitment solutions to clients and appropriate IT positions to candidates.
Technical Training Manager / Product Training Engineer
April 1997 – October 1999
Marconi Instruments was a wholly-owned subsidiary of General Electric Company plc (GEC) and developed an extensive range of test and measuring equipment for testing radio transmitters and receivers, microwave equipment and telecommunications systems. Marconi Instruments had an enviable reputation for its signal generators and for its integrated radio test set for cellular radio testing which was a huge success following it’s launch in the 1980’s and rapidly became an industry standard.
I joined Marconi in 1989 as a sponsored student before getting a full time job with them in 1993. Following graduation, I managed the Product Training Department, producing training literature and organising scheduled and ad-hoc training courses on company products for sales engineers, internal staff and customers.
In 1995 I was promoted to Technical Training Manager and became responsible for the development and continued operation of the entire Training Department through the management of staff, budgetary planning and control and the definition of corporate training policy.
Marconi Instruments was acquired by IFR in 1988 who were themselves acquired in 2002 by Aeroflex.