2009 – 2012           SABMiller plc - Group & Corporate Head of IS 

SABMiller is the number two beer company globally with a turnover of $26.4b  returning $4.4b  EBITA in March 2010. SABMiller own 200+ brands, have 70k+ employees and operate across 60 countries owning 139 breweries.  Global brands: Peroni, Grolsch, Pilsner Urquell  and Miller.  Number 17 in the FTSE top 100 in 2010.

Responsibilities:  Drove the development of SABMiller’s Group IT capability and ensured global IT alignment to enable the delivery of business strategy. Provided strategic leadership and direction to a 60+ team across the entire spectrum of Global IT functions, including IS Strategy & Architecture, Security & Compliance, Solution Delivery, Service Delivery, and Vendor & Commercial Management, as the leader of the Global IT Executive. Championed innovation and value creation by identifying key opportunities and leading the development and successful delivery of a global project portfolio of over 50 projects, managing a total budget of £60m.

Achievements:

• Established and deployed SABMiller's Global Technical Authority governance framework, ensuring consistent standards and policies across applications, technology, and infrastructure.
• Transformed SABMiller's Information Security and Compliance by implementing a comprehensive strategy addressing ITGC, IT DR, and mitigating Group Audit-identified vulnerabilities and risks. 
• Stabilized the Group IS organization as interim Head of IS, maintaining structure and FTE headcount while achieving a 1% budget underspend. Boosted team morale during uncertainty, resulting in a 44% increase in leadership & vision scores in the Employee Engagement Survey. 
• Collaborated with senior leadership and secured board sponsorship to define and deliver the future vision and operating model for the global IS organisation, currently under implementation to better support global business needs.

2007 – 2009           DHL Express UK  - Senior IT Director Strategy & Architecture

DHL is the global market leader in international express, overland transport and air freight with a turnover of €60.5b in 2005 and a 125K+ workforce.   DHL's international network links more than 220 countries, owns 72K+ vehicles and 420 planes making it the 9th largest airline in the world. 

Responsibilities:  Developed the UK IT Strategy to directly support the UK Business Strategy, ensuring alignment with Regional and Global directives. Led Business Analysts, Enterprise Architecture, Innovation and Technology, and PMO teams to deliver high-quality systems and infrastructure that enable and drive future business growth.

Achievements:

• Led a business-critical program to identify potential Single Points of Failure across a complex infrastructure (100+ legacy systems, 65+ servers, 175 sites, 10,000+ components, 9,000 users), providing costed mitigation options based on agreed SLAs.
• Drove the design and implementation of a Unified Communications solution integrating Office Communications Server, SharePoint, and Avaya IP telephony, significantly reducing costs by enabling new workstyles through instant messaging, video-conferencing (including field sales webcams), and online presence.
• Developed and implemented a Digital Signage strategy to centrally manage and disseminate key information across UK service centers and customer sites, ensuring timely and targeted communication from HQ. 
• Evaluated courier handheld devices with GPS technology to optimize route planning and enable real-time vehicle location monitoring.
• Led the development of a comprehensive systems roadmap for migrating numerous legacy systems to a Web-based Services SOA architecture via an Enterprise Service Bus (ESB).
• Established a Governance and Project methodology framework to effectively manage and prioritize a large portfolio of over 400 projects.

2006 – 2007      Interim Management  - Various

The Southcorp Board was replaced by Fosters post-takeover.  The new CEO asked me to head the Integration of the businesses for EMEA.  While considering my next career move, I continued to exploit my background & experience by working on Interim assignments.  

Achievements:

• Foster’s Group – Head the integration of Foster’s & Southcorp businesses for EMEA, integrating business processes, systems, organisation, offices and infrastructure (6 month contract).
• Brighton & Hove City Council – Develop and lead a 7 man team to relaunch the Council Intranet and Internet web-sites & formulate the Council’s long term CRM strategy and e-Government initiatives (4 month contract).
• Remploy Ltd – Developed an integrated business led CRM strategy exploiting the synergies across Remploy’s diverse businesses (3 month contract).
• SIA Group – Delivered training on Negotiations Skills, Presentations Skills, Communications & Influencing Skills, Project Management Skills across Europe to large companies such as Philips and Ericsson across Europe (12 month contract).
  
   

2004 - 2006           Southcorp Wines Ltd -  IS Director - EMEA

Australia’s Leading wine producer & world’s largest premium wine company.  Represents >50% of Australia’s wine exports with 22 m cases sold worldwide & TO of $AUS 1.4 billion/yr.  Core brands: Penfolds, Rosemount & Lindemans.

Responsibilities:  Developed EMEA's IT strategy to align with both regional business objectives and global IT directives. Conducted a comprehensive review of the IT cost base, architecture, infrastructure, and processes to optimize the leverage of IT enablers across the business.

Achievements:

• Achieved significant compressible cost savings: 26% in Printing and 39% in Communications, while simultaneously improving performance and functionality.
• Resolved critical Audit concerns regarding SAP price changes by implementing an automated sign-off process (PAM). 
• Implemented a more cost-effective outsourced Help Desk with 24/7 support, freeing up local IT resources.
• Enhanced IT team capability through internal promotions and cross-skilling initiatives, improving support and coverage. 
• Led workshops to develop a business case for resolving integration challenges across Enterprise Planning, Forecasting, Reporting, Data Warehouse, Telesales, and Sales Force Automation systems. 

1989 – 2004         Diageo PLC

The world’s leading premium drinks company operating in over 185 countries.  Number 10 in the FTSE 100 with a Turnover of £12.8 bn and operating profit of £2.1bn for year ended 30 June 2001. Core brands: Guinness, Johnnie Walker, Baileys, J&B, Tanqueray and Smirnoff

2002-2004  IS Director – Strategy & Transformation

• Responsibilities:  Spearheaded the development of Diageo's global CRM strategy, rooted in BDP and Diageo's Way of Brand Building with Customers. Established a unified solution to enable a fully integrated Front Office model for global implementation.
  Achievements:
• Mobilized a central team with 3rd party suppliers to develop and deliver a 'Common Model' based on DWBBwC & CRM principles, achieving a 25% reduction in development and ownership costs. 
• Delivered a common, modular front office solution integrating multiple customer and supplier communication channels, including field sales automation, telesales, and a customer web portal. 
• Led and directed the integration of CRM (Customer) and Relationship Marketing (Consumer) through Business Intelligence, linking consumer insights to customer segmentation for enhanced targeting. 
• Presented the CRM strategy to over 50 MBA undergraduates at the London Business School in 2002, showcasing thought leadership. 

2000-2002  IS Director – Nordics & Poland

• Responsibilities:  As a strategic member of the Poland and Nordics Management Teams, reporting to the MDs, I led the development and alignment of the IT strategy to directly support business goals, simultaneously enhancing the capability and visibility of IS&T.
  Achievements:
• Delivered a 21% annual reduction in the Nordics' cost to serve and ownership by consolidating the Danish back-office onto a single Swedish SUN platform, creating a unified Nordic hub (AOC). 
• Significantly improved service levels and reduced Help Desk calls by 67% across the Nordics by standardizing on a unified Windows 2000 implementation, replacing four disparate operating systems (a Diageo first). 
• Enhanced data traffic performance across the Nordics and London by establishing a cost-effective VPN. 
• Implemented CRM strategy and delivered a Full Front Office Integration with Sales Force Automation (Siebel for 90 salesmen) in Denmark and Poland, improving efficiencies and revenue related to A&P spend. 

1998-2000  Sales & Marketing IS Manager

• Responsibilities:  As an integral part of the New Product Development (NPD) Management team, I contributed to the NPD strategy and offered global IT consultancy expertise to sales and marketing functions.
  Achievements:
• Successfully delivered the CRM strategy across Europe, including Front Office integration and Sales Force Automation in Ireland, Turkey, Poland, Czech Republic, and Switzerland.
• Led the IS integration of three joint venture companies within LVMH in France, managing diverse systems (BPCS, SAP, JBA, Dendrite for 200+ Field Sales).
• Developed and implemented a Global NPD systems strategy that streamlined the New Brand to Market process worldwide, reducing timescales from 6 to under 3 months.

1991-1998  European Project Manager

• Responsibilities:  As part of a centralised change management team I was responsible for the delivery of the following initiatives across Europe.
  Achievements:
• Contributed to the successful integration of Diageo's merger (Grand Met. & Guinness) by supporting Trading Terms harmonization, Sales Force sizing, and route-to-market strategies (London, 1997).
• Led the development and implementation of pan-European Sales & Marketing systems and field-sales automation with remote order entry across Spain, Portugal, the Canary Islands, and Greece (1994-1997). 
• Established the Trade Marketing department, defining marketing procedures, controls, and 'sales cycles' within the Moët & Chandon joint venture, alongside the first LAN installation in a centralized environment (France, 1992-1994).
• Following UD's acquisition of Asbach (Germany's largest brandy distiller), implemented a new Sales Force model by leading sales force sizing and territory allocation, replacing 80 local agents (Germany, 1991). 

1989-1991  Sales Technology Manager

• Responsibilities: Support United Distillers Sales & Marketing teams on improving sales and profitability
  Achievements:
• Designed and developed UD's 'European' Account Profitability Model and successfully delivered the Direct Product Profitability (DPP) project to Threshers, aligning with UD Merchandising Policy.
• Designed and implemented a National Accounts information system.