Hiten Shah
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( +44 7515 735489 (Mobile)Profile
Hiten is a highly experienced business transformation lead and programme director, specialising in technology enabled change and operational transformation. He has worked for 23 years in technology, consulting and corporate organisations, accumulating industry knowledge in Technology, Financial Services, Telecoms, Retail, Logistics and Utilities, where Hiten has led one or more transformation programmes. Typically, these programmes have been multi-year, £MM, complex, multi-party (consultants, service providers and alliances), multi-disciplinary, national & global, and organisationally challenging.
In the 8 years as an interim and an independent consultant, Hiten has continued to work on and lead big-ticket tech-change programmes in Banking (core & digital). He has also supported a number of Private Equity (PE) portfolio companies, to drive the post sale-or-acquisition tech-change and operational change aspects of the transformation agenda. In summary, his key skill sets are:
· Delivering Business Critical Technology and Change
· Defining Business and Technology Operating Models
· Programme and Change Leadership, Programme Governance and Assurance
· Multi-stakeholder management spanning the full organisation
· Operational Transformation and Change Management
· Merger Integration, Separation, Outsourcing and Off-shoring
Since 1991, Hiten has also worked in EMEA, India and USA. He is naturally adept to different cultures. He is an effective leader in bringing people, teams and organisations together, with exceptional stakeholder management skills in both, the Corporate and Entrepreneurial sectors at all levels including formal reporting to Board, CXO and Executive levels, and into appropriate governance forums. He is commercially astute and maintains a healthy balance around people, technology, business models, change, structure and governance.
Key Achievements as an Independent / Interim (2008 - to date)
· Mar - Sep 2016, supporting Private Equity portfolio improvement. Can not disclose.
· Sep 2014- Oct 2015, as an interim director of business change at Barclaycard, on a challenging and distressed and business critical tech-change £200M+ Payments programme, to overhaul core systems and processes to transform the Global Payments Acceptance business. Accountable to 'Payments Executive' (commercial, sales and marketing, product, operations, tech, finance, legal, risk, fraud, regs) and to the Transformation Director requiring significant stakeholder management across the bank at all levels including CXO, MDs/EDs:
o Accountable for the end- to-end business engagement and change strategy - the supporting approach, roadmap, plan, budget, resources, covering the end-to-end payments value chain (On-Boarding, Servicing, Pricing, Billing-Settlement-Reconciliation, Reporting/MI, Statements, Customer Experience, Colleague Journey, Digital, Regulatory and Compliance, Risk & Fraud, New Product &Scheme Management (Visa, MC, Discover)
o Instrumental in redefining programme op model and governance, controls and reporting, and 3rd party engagement. Refreshed steer-co and established business change board and underlying working groups and communication forums across the business
o Built 80+ change team (£ 20M over 2 years) over 6 months as part of 500+ programme team , composed of business SMEs, programme and project managers, analysts and change managers (mix of contract, IBM, Accenture and TCS). Plan locked in. Transitioned to a change director at Barclaycard
o Solution - A mix of 'Waterfall, Package-COTs customisation and integration, and Agile&Lean' - large scale. Responsible for the approach and plan to business engagement, readiness and deployment given the multi-modal approach
o Architecture was predominantly at the technology level and therefore, no confidence in an integrated business design and outcomes. Responsible bringing together a holistic business design including business sign off, from grass roots to Payments Executive - including e2eTOM, business outcomes and risk linked to key tech capabilities, a programme of design walkthroughs with over 300 colleagues
o Also led a root and branch review of circa 500+ business-led change requests across a range of continuous improvement and incremental change delivery, and those considered by the programme since its inception, resulting in 12-15 core change requests to be critical for 'day 1' with some being quite hefty (£5M +) and to be baked into the programme
o Set up the business change work-streams from scratch - business case and benefits realisation, operating model and business design, readiness strategy and approach, business impact and risk, customer and colleague impact management, processes, controls and procedures, user training, communication (internal and external), UAT, implementation - affecting some 1,200 employees across multiple geographies and over 115K customers (corporate and SME)
· Aug 2013- May 2014, as programme director to support the turnaround strategy at CityLink, PE owned (Better Capital), post separation from a corporate PLC. Responsible to CEO and leadership team for turn-around of all tech and operational projects, and mobilised the international growth programme. Also, established a portfolio management framework, governance and reporting for all projects as not established through 30-60-90 day post acquisition roadmap :
o Turn-around and transformation planning for 2014-2015; roadmap, business cases, business operating model, portfolio management, governance including establishing a PMO, business engagement, 3rd party engagement and building capability
o Recovery of key in-flight initiatives including digital services; On-Our-Way (timed services) and Customer Platform programmes. Re-launch of the International Digital proposition by re-focussing the programme, creating a joined up operating model spanning commercial, finance, operations and IT
o Oversight of IT separation and Finance centralisation (OD and Billing) programmes. Strategy for business performance reporting
o Redesign and implementation of the strategic 'change programme board' - business led change, cross functional, focus on business outcomes based on key transition steps, business release based change plan across the portfolio of projects and programmes
· Mar 2012 - Mar 2013, as the programme director at the DX Group, PE owned (Arle Capital) at the time, now listed:
o Led the procurement strategy, the resulting tender process, reporting to board with recommendations to deliver end-to-end integrated operations solution for the disparate business units operating on 'silo' processes and technology
o Defined the integration & transformation roadmap covering Operations, IT, Finance/Commercial (including pricing and billing) , Sales and Marketing, and HR; including the TOM designed to simplify and harmonise; location, product/service, value proposition, end to end processes, systems and data/information
o Established the ‘One DX Change Board’ as the enterprise change board for all key transformational activity; strong and effective relationships with the management board (exec directors) and their direct reports, and with external parties. Consolidated PMOs to support full change agenda
o Instilled an ‘outcomes based, architecture-enabled’ mindset from the outset, which is now strongly featured in the governance, target op models, roadmap, projects, plans and business cases
· Mar 2010 - Dec 2011, as head of business change on the Banking Transformation Programme (£700M+) at The Co-operative Banking Group, and a member of the transformation leadership team. Programme's charter was to replace core banking platform :
o Established a robust approach to the governance of scope, requirements (circa 12K) and functional design for banking transformation programme (£400M) - Retail and Corporate including digital and mobile, involving business management and SMEs, Deloitte, 3rd parties (on&offshore) and programme
o Business Change strategy with focus on business and commercial impact / risk including regulatory covering scope, requirements, target operating model, business readiness and implementation, impact and risk management - Retail Product, Customer Operations, Distribution, Finance, Risk and Treasury
o Instrumental in shaping and re-structuring of overall integration and transformation programme (£700Mplus), new roadmap, including approach to and set-up of the TMO. Scope management and programme design incorporating the post M&A integration issues, and transformation risk management in line with 3LoD model
· 2009, 9 months supporting the top team at the Greater Manchester Fire and Rescue Service to develop/execute a rolling three year transformation strategy and roadmap
· 2008-10, 15 months on EMEA strategy and execution support for an offshore based BPO F&A firm (PE owned - Accel Partners)
· 2008-9, 6 months as post merger Integration Director at Engage, a Communications Agency (PE owned - Iceni Capital)
· 2008, 3 months supporting Net Appliance (Fortune 500 company) EMEA leadership in growth and operating/organisational strategy and development
Key Achievements (Consulting Firms and Industry)
Pre acquisition / · 2004 - 2005. Responsible for key programmes on flagship/enterprise accounts (multi-year, £MM), e.g. Aviva, HSBC, etc. Also, commercial work stream lead on a McKinsey led strategy review as part of turn-around and transformation agenda
Pre and during acquisition / · 2005. Reviewed and re-structured C&W’s Next Generation programme (£190M) by considering customer dimension, therefore redefining the business case (cost savings plus), programme roadmap and target operating model (end to end), consolidation of 30+ billings systems and associated processes/customers, outsourcing strategy and contracts - to contribute to a revised savings plan (circa £80M in 3 years)
Post Acquisition / · 2005 - 2006. Post merger integration lead for the customer work-stream following a £674M acquisition of Energis. Alignment with the Next Generation programme
1997 - 2004 / Steria (via acquisition of OSI and DRUID)
OSI (ex-Big4 consulting) / · 1997 - 2000. Led a £70M industry award winning programme for Severn Trent Water - transformation of end-to-end systems, processes and operations for the management of the underground network post privatisation, delivering 21st century asset and network management, a 20% reduction in OpEx. 2-3 years and a new de-regulated business. Fees of circa £3M pa. Client and account responsibility
· 1998 - 2002. Development of Orange supporting start ups in Europe (BeNeLux). Also a strategic review of Orange's commercial strategy post acquisition by France Telco, a C-level engagement. Client and account responsibility. Fees circa £1.5 - 2M pa
Steria - through acquisition of OSI and DRUID / · 2000 - 2001. Rescued a failing £20M CRM programme (70 people) for West Bromwich Building Society. 2 years, total fees of circa £7M and recognised as a strategic contribution
· 2001 - 2003. Leading tech (ERP/SAP) enabled business transformation programme (£150M+, 350+ people) at Boots
· 2001 - 2003, Instrumental in defining and delivering enterprise-wide IT Outsourcing strategy (£90M – 200+ people) and led resulting programmes including new arrangements with with Boots and IBM
· 2000 - 2003. Integration of OSI and DRUID (circa £900M+ acquisition), new business model and OD (consulting, ERP/CRM and mega deals), Boots as a key exemplar of the go to model
· 2004. Responsible for rejuvenation of the Telco sector - fixed and mobile. Success in BT and Three
1991 - 1997 / Bachman
Bachman UK / · Start up in UK, led by ex-Big4 partners from EY and KPMG. One of the first employees to join an emerging consulting firm across Europe with foundations in Boston and general presence across USA. Responsible for consulting practice
· Led various business process, information management and business intelligence projects for M&G Reinsurance [UK and Canada], Rover, Unichem, MCI/BT (pre-merger assessment), and a number of FS institutions ( and Barclaycard, Morgan Stanley, Nomura, LTSB, Barclays, Royal & Sun Alliance, Aviva, etc.)
· Grew a team of circa 30+ consultants and practice leads
Bachman Europe / · Pan European projects in Italy, Spain and Germany
1984 - 1990 / Data Logic and MDIS
Retail / · 1984 - 1986. Software Engineering for Sainsbury’s branch ordering systems
Utilities / · 1986 - 1989. Br Gas SE Customer Accounting and Billing systems. Br Gas NT, re-engineering of all customer accounting and billing systems and IT strategy for a joined up organisation pre formation of Centrica
Banking / · 1990. MDIS, Banking Division - appointed as the interim IS Manager for wholesale banking solutions to HSBC, Coutts, UBS and LloydsTSB
Career Summary
Hi-Profile Consulting (Interim)
/ Programme / Transformation Director: Strategy, Change, Integration, Transformation and Cross Border Working2004 – 2006 /
Cable and Wireless Plc
/ Director: Client Engagement and Major Programmes1997 – 2004 / OSI / Xansa / Steria / Client Partner facing Telcos and Utilities/Water Previous positions: Transformation Practice Lead, Programme Director and Executive Consultant
1991 – 1997 / Bachman Europe / BPR and Delivery Practice Lead
1984 – 1990 / Data Logic & MDIS / Senior Project Manager
Experience and Capability Summary
Sectors / Clients / Functional Areas / Key Skills / CompetenciesFinancial Services / Co-op Banking Group, Lloyds Banking group, Barclays, Barclaycard, Aviva, Royal & Sun Alliance, West Bromwich,
Nomura, Morgan Stanley / Retail Banking, Payments, Customer Management and Value, Sales, Marketing - CORE& Digital. IT, HR, Shared Services, Business and Information Architecture, Outsourcing/Off-shoring, Regulatory/Risk / · Strategy, Transformation and Programme Leadership , Governance and Assurance
· Client Relationship and Stakeholder Engagement
· Post Merger Integration and Turnaround
· Change Management and Leadership Support
· Business Design and Target Op Model
· Organisational Design development
· Business Case / Benefits Realisation
· Business Requirements, Readiness and Implementation
· Technology Refresh, Alignment and Transformation
· Outsourcing and Off-shoring
· Third Party Engagement and Management
· PMO / TMO / IMO
Comms / Telecoms / BT, Cable and Wireless, Orange, O2, MCI/BT / Merger Integration, Customer Management and Value, Product Portfolio/Mgt, Shared Services, Sales, IT, Finance, and HR
Utility / Energy / Severn Trent Water, Thames Water, Centrica / IT, Asset Management, Customer Service and Ops, Shared Services, JV
Technology & Consulting / Steria, IBM, Net Appliance, IET, Infosys, CapGemini / Integration, Sales, Client Delivery, Risk/Assurance, EMEA Op Strategy, Outsourcing / off-shoring, Knowledge Management and Networking
Retail / Logistics / Boots, Sainsburys, DX Group, Unichem, Cadbury Schweppes, City Link / IT, Finance, HR, Supply Chain, Customer Management - Core & Digital. Commercial/Legal, Property, Merchandise Management, Retail Systems, Product Model, Outsourcing / Off-shoring
Government / Greater Manchester Fire Service, Solihull Metropolitan Borough Council / IT, Finance, HR, Customer Service, eGovernment
Additional Information
Education / · BSc (Hons) Computer and Management Science; 2:1Accreditations / · Strategy and Change; Systems Thinking and Group Systems Dynamics
· Project and Programme Management; Prince2 and MSP
· Organisation and Change Leadership; Human Insight , Human Synergistics
Nationality / · British
Confidential 4 of 4 November 2016