Management of Major Transformation Programmes Certified MSPTM Practitioner

Iain Sturrock

Located – Maidenhead, Berkshire

(Mobile) +44 7717 226543

KEY SKILLS:

· Management of major transformation programmes – Certified MSPTM Practitioner

· Operational transitions in mergers, acquisitions & divestitures, separation/integration programmes

· Project portfolio management, governance, risk management and compliance

· Business process modelling, management and optimisation; outsourcing and off-shoring

· Strategic vendor relationship management; client and stakeholder relationship management

· Organisational development, high performance team building, coaching & mentoring

· Business and financial acumen – Certified Diploma in Accounting and Finance

· Application of technology to business objectives – Chartered Engineer

MAJOR ACHIEVEMENTS:

· Delivered IT integration of €1.7Bn acquisition of SCA Packaging for DS Smith PLC 18 months early and 40% below budget

· Authored comprehensive IT Mergers, Acquisitions & Divestitures ‘Playbook’ for DS Smith PLC

· Successfully delivered Unilever separation programme for Birds Eye, including SAP implementation in 9 countries, on time (18 months) & within budget (€70M)

· Defined post acquisition IT projects governance model & implementation strategy for merged Linde/BOC Group. Implemented portfolio management for >500 projects in 4 months

· Implemented Global Programme Management Office for BOC; developed and implemented project management methodology & compliance and resource demand planning & forecasting

· Vice President & Trustee, Institution of Engineering & Technology (IET, formerly IEE)

· Awarded MBE in New Year Honours 2003, for Services to Business & Engineering

ASSIGNMENT HISTORY:

Carlson Wagonlit Travel – US$30Bn global business travel management company Feb – Sep 2014

Role – Programme Governance and Delivery Lead, reporting to VP, Head of Corporate IT

CWT ‘s major transformation programme running alongside on-going developments in key competitive applications meant there was a critical business need to ensure smooth delivery of all of these changes.

Objectives – advise IT leadership team on project delivery and governance, vendor management and transformation best practice; define and implement near term improvement & remedial activities; lead recruitment of permanent staff into senior PMO and project delivery roles; head project assurance services, coaching project managers and mitigating risks; lead finance systems review & recommend rationalisation strategy.

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DS Smith PLC – £2.5Bn vertically integrated recycled packaging manufacturer Mar 2012 – Jan 2014

Role – IT Integration Director, reporting to Group Finance Director

Acquisition integration programme for €1.7Bn acquisition of SCA Packaging division, budget confidential

Objectives – maintain business continuity; integrate IT estates; define IT strategy to support business objectives; transform IT estate to improve efficiency & effectiveness of integration of future acquisitions; lead IT separation for EU anti-trust disposal plants; champion culture change

Outcomes – negotiated & agreed IT separation plan and TSAs with SCA Group; delivered complex IT integration 18 months early and 40% below initial budget; successfully separated required EU anti-trust disposal sites; created IT strategy for Board (which was commended by auditors); supported active M&A team

Key deliverables –

· Balanced conflicting stakeholder demands to exit >20 Transitional Services 18 months early

· Migrated 13 country, 1700 user, SAP ERP to new data centre; migrated 1000 servers, 7000 clients to new AD and migrated >65 DC services in 15 months with no business disruption

· Managed senior stakeholders through major change to more collaborative culture

· Authored comprehensive IT Mergers, Acquisitions & Divestitures ‘Playbook’ providing multi-million pound savings for future integrations

· Led organisational development workshops with IT Leadership Team to optimise post-integration IT organisation

Centrica Energy – Upstream/mid-stream business of Centrica plc - £22Bn integrated energy company Jan 2010 - Feb 2011

Role – Head of Programmes and Development, reporting to CIO

Interim line management, change strategy and change delivery process improvement

Objectives - Line manage 120+ employees and contractors to deliver complex and diverse £50M+ change programme to headcount and budget; Review and optimise effectiveness of change delivery process; Recommend and drive organisational change to better meet customer requirements

Outcomes – Change programme delivered to targets; successfully improved change delivery process including re-organisation; significantly improved strategic supplier relationships.

Key deliverables –

· Managed recovery of over-running (Endur) ETRM platform project & improved SAP delivery

· Identified need, initiated and championed strategic supplier relationship management process

· Initiated cultural change to derive business value from benefits management approach

· Led organisational change to more effective, business aligned IS change organisation.

· 2 project teams finalists in 2010 UK IT Industry Awards, one project finalist in the 2010 UK Utility Industry Awards

Birds Eye Iglo Group (BEiG) – €1.5Bn private equity frozen food company Nov 2007 to Apr 2009

Role – Programme and Projects Director, reporting to CIO

Divestiture separation programme – budget €70M, maximum duration 18 months.

Objectives – Complete separation by Dec 2008; Minimise business disruption; Reduce IT costs

Outcomes – Programme completed under budget on 4th Oct 2008; exited Transitional Services Agreement early saving costs & avoiding penalties; seamless transition achieved with no business disruption; IT costs reduced by more than 70% to less than 1% of revenue.

Key deliverables –

· Co-ordinated all aspects of the critical IT programme, moving the business from 3 Unilever SAP instances to single new SAP & reducing additional non-SAP applications from 600+ to under 250.

· Managed integration of multiple business process streams into single solution and ensured that the solution fully met regulatory requirements, including traceability.

· Developed people & process change approach to meet unique needs of a new company culture.

· Defined & implemented risk management and change control processes.

· Managed outsourced IT partners to deliver applications & infrastructure to plan & budget.

· Advised on long term IT governance model, portfolio management and service delivery processes.

The Linde Group – €12.7Bn Global industrial gases company Nov 2006 to Oct 2007

Role – Head of Programme Management Office, reporting to Director Projects & Compliance

BOC acquisition integration programme – IT projects governance alignment – budget confidential, planned duration 15 months

Objectives – Determine & prioritise all IT projects; Define & Implement global project methodology; Build projects governance & compliance processes; Implement global PMO

Outcomes – IT projects across all 72 countries listed & prioritised in 4 months; project delivery methodology defined & implemented in 6 months; governance processes defined and global PMO implemented & staffed in 11 months

Key deliverables –

· Delivered initial portfolio management capability for >500 significant projects in 4 months using spreadsheet and database applications.

· Designed project/programme portfolio strategy and application landscape.

· Developed & implemented industry-leading, fit-for-purpose project methodology.

· Defined & implemented global governance framework for programme and project management.

· Drove common PMO processes and tools across merged Linde Group, set up and staffed PMO.

· Drove standardisation of business process modelling & tools across Linde.

The BOC Group plc – € 7Bn Global industrial gases company Sep 2005 to Nov 2006

Role – Head of Programme Management Office, reporting to Director Projects & Compliance

BOC IT performance improvement programme, duration 18 months

Objectives – Implement global PMO; Review project methodology; Define & implement improved IT financial planning and cost recovery model; Evaluate project portfolio management; Re-implement business process modelling

Outcomes – Project methodology replaced; Global PMO implemented; Financial planning and cost improvements analysed & first actions completed; Project Portfolio Management applications evaluated and short list selected; Business Process Management tools evaluated, selected and implemented.

The BOC Group plc – € 7Bn Global industrial gases company Feb 2005 to Sep 2005

Role – Programme Manager, reporting to Senior Manager Project Services

BOC IT Global Resource Planning & Forecasting Improvement Programme

Objectives – Improve efficiency of utilisation of BOC IT resources around the world

Outcomes – Defined & implemented processes to forecast, plan & monitor utilisation of all resources; Improved utilisation efficiencies by 10% in 6 months; Reduced costs of using third party ‘surge’ capacity

Live Luggage Limited – start-up designer & supplier of innovative luggage Apr 2004 to Sep 2004

Role – Business Adviser, reporting to business proprietor

Objectives – Define and implement operational framework and processes; transition from design only to full operations business to allow business marketing launch

Outcomes – Operational framework defined and presented to the proprietor; agreed processes implemented; marketing launch achieved.

BTC Ltd – Internet Television & Media Solutions Nov 2003 to Dec 2004

Role – Chief Operating Officer, reporting to CEO

Objective – Define and complete all business and technical preparations to launch Internet television service for BTC customers

Outcomes – All business and technical requirements for commercial launch were identified; most preparations were completed; a requirement for additional funding was identified leading to suspension and later termination of the project

LocaVista Limited – Industry-leading Wireless Application Service Provider – Pan-European vehicle tracking for fleets, valuable cargoes & prisoner transport July 2002 to May 2003

Role – Chief Operating Officer, reporting to the Board

Objectives – Structure business to support expansion; Grow revenues from £1M to over £5M

Outcomes – Defined strategy & structure for next stage of growth; reduced debt; delivered initial revenue growth and operating profit targets; facilitated trade sale of business.

PREVIOUS EMPLOYMENT:

BUSINESS DIRECTOR 2000 to 2001
Nortel Networks – US$32Bn Global telecoms manufacturer

R&D Group – Dependable Internet Solutions – mobile & fixed

· Responsible to Canada HQ for management of a leading-edge Internet product group to drive integration, business development and possible spin-out.

· Focused merged R&D groups towards commercial & market orientation.

· Improved cost-effectiveness of internet dependability development project.

· Dramatically reduced project spend from US$5m to just US$1.7m.

· Accelerated delivery of the key business value from 12 months to 7.

EARLY CAREER INCLUDES:

· Director, Global Supply Chain Programmes – Nortel Networks

· Project Leader, Corporate Business Processes – Nortel Networks

· GSM Business Director/ Senior Account Manager/Account Manager – Nortel Networks

o Won Nortel’s ‘Top 5%’ annual sales award 3 times in 5 year major sales career

· Customer Service Mgr/ Technical Training Mgr – Nortel Networks / STC

· Radio Project Engineer/Systems Manager/Lecturer (UK/Caribbean/Bahrain) – Cable & Wireless

· Lieutenant – Royal Navy

PROFESSIONAL, TRAINING & QUALIFICATIONS:

· Chartered Engineer (CEng), Fellow of the Institution of Engineering and Technology (FIET)

· Certified Diploma in Accounting & Finance (CDipAF) – ACCA

· Member of the Institute of Interim Management

· HNC Applied Physics (Distinction and College Medal) – Napier College, Edinburgh

· Royal Navy Officer Course - Britannia Royal Naval College, Dartmouth

· MSPTM Practitioner Programme Management Certification

· Working knowledge of Prince2, PMBOK, Six Sigma, ITIL

· SAP R3 Management Overview; Aris Business Process Modelling Architect

· UK Energy Market Awareness, MJM Energy

· MS Windows, Word, Excel, Project, PowerPoint, SharePoint, Visio & Internet Explorer skills

· Language skills include French (business), German (conversational)

PUBLIC/CHARITABLE SERVICE EXPERIENCE:

· Member of Senate, Engineering Council, (EC), 1996-2002

· Member of DTI/EC Hawley Group on Future of Engineering Profession, 2000-01

· Founding Board Member of the Engineering and Technology Board, 2001-03

· Vice President and Trustee, Institution of Engineering and Technology, 2006-08

· Member, Steering Board, Professionalism in IT, (ProfIT), 2006-2008

· Liveryman of the Worshipful Company of Engineers, 2009

· Lieutenant-Commander Royal Naval Reserve, 1980-90

· Chair of Governors, Bisham CE School, 2008-10

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Iain Sturrock September 2014