| |
Skills and Education Summary
|
|
Educational/Vocational Qualifications |
·
MBA
(General Business) (2000) – Heriot Watt, Edinburgh, UK
·
B.Sc. (2.1)
– Computer Science (1968) – UMIST, Manchester, UK
·
H.N.D.
(Class 1)
– Electronic Engineering (1965) – Portsmouth
Polytechnic, UK
·
Various
formal management courses relevant to technical
and management roles
·
Reasonable
(spoken) German, French and Spanish |
|
Programme Management
Project
Management
Project
team sizes/values/timescales
Service
Delivery/Service Management |
·
Extensive
expertise using GDPM Methodology (Goal Directed
Project Management)
·
High level
expertise with Macroscope Programme management
methodology
·
Extensive
Project Management tools expertise include (but not
limited to) MS Project, Artemis, Super Project
and Project Management Workbench (PMW).
·
Extensive,
practical experience in/with PRINCE2
Project management methodology plus high-level knowledge
of METHOD1 (used mainly in USA).
·
High-level
knowledge and experience of CRAMM, RUP and
GATEWAY procedures (developed by the UK Office of
Government Commerce)
·
Project
values ranged from US$750k – US250 million over
varying lengths of time ranging from 3 months to 2
years with (direct) reports varying between 10 –
15. Average project teams up to 50 (direct and indirect)
·
Extensive,
practical, experience in/with ITIL (Information
Technology Infrastructure Library) |
|
Financial/Resource Management |
·
Full P&L
responsibility (Programme and Project)
·
Budgeting
and forecasting
(Financial, Equipment/Services and Team Resourcing)
·
Full
Profit/Cost Centre Management |
|
People
Management |
·
Recruiting,
managing and motivating multi cultural, multi skilled
personnel
against team/business/project objectives within a
delegated structure and in a structured methodology
environment.
·
Extensive
expertise in direct and indirect reports of teams
sizes varying between 15 – 50
·
Experience
with managing 3rd party suppliers at all
levels and with varying degrees of involvement
·
Identifying
weakness/strengths and providing solutions &
extensively involved in team mentoring
·
Defining,
and delivering, user and/or team formal and informal
training needs
·
Building
and sustaining team spirit
in a formal
and informal environment |
|
Technical Expertise & Knowledge
Strategic Management/Planning
Entrepreneurship/Business Development
|
·
High-level
knowledge of UNIX (All variants) plus good
knowledge of ERP, BPR, E-Commerce and B2B/B2C
applications
·
Good
knowledge of various telecommunications protocols
including (but not limited to) ISO/OSI, DecNet, SNA,
ATM/Frame Relay, ISDN, SDH and satellite systems
·
High-level
knowledge of Web based technologies including (but not
limited to) J2EE, XML & .NET
·
High level
knowledge of a wide range of communications/networking
products and services from organisations including (but
not limited top) MCI/WorldCom, BT, AT&T, Eircom,
Deutsche Telekom, SITA, Equant, France Telecom, etc.
·
Extensive
knowledge and expertise
with a wide
variety of Office applications from Microsoft and
IBM/Lotus. This includes all versions of
Microsoft Office products (MS Project, MS Visio, etc)
and Lotus SmartSuite & Notes (latest version)
·
Good
commercial awareness of IT suppliers products and
services plus extensive expertise in identifying and
selecting suitable products/services for specific
projects & include training, support, upgrades, costings
(and alternatives), full disaster recovery procedures
(and testing of these) and SLA’s
·
Successfully set up new organisations/departments in
France, Russian Federation and UK
·
Developed,
and implemented as and when required, IT/IS strategies
in line with Business requirements for clients
·
Established
own business ([snip]) in 1990
to provide
independent IT/IS solutions to a wide range of
organisations, mainly, based in the developing countries
of Central and Eastern Europe, Middle East/Gulf
States, Far East & Southern Africa
|
Career
History (most recent first)
Ø
[snip] –
Switzerland/Global – Global Service Desk Roll-out Programme
Manager – Aug 06 – Oct 06
[snip] are one of
the worlds leading pharmaceutical companies with over 50,000
users in over 100 countries. The role of Service Desk roll-out
Programme Manager was to programme/project manage the handover
of the Global Help-desk operations, from internal use, to a 3rd
party supplier. Internally there are 35 Service Desk globally
and the purpose of this project is to bring that number down to
6 enabling saving of over US$7million to be achieved annually.
The facilities to be handed over included a global CRM (Customer
Relationship Management) system, Help-desk facilities, internal
and external training plus Client management system to over
75,000 users worldwide.
Ø
[snip] –
Ireland/International – International Programme Manager – Apr 06
– July 06
The [snip] is the
‘trade body’ of over 150 mobile service providers in 200
countries. This role involved the programme management/project
management of a number of systems for a major exhibition in
Barcelona in February 2007 wholly organised and funded by the
GSMA. This exhibition has over 900 major exhibitors from the
mobile industry and caters for over 65,000 visitors worldwide.
The cost of this project is over US$20million with expected
revenues, form visitors and exhibitors to be in the region of
US$55 million
Ø
[snip]
Eastern Europe – Poland/International -International Project
Manager –May 04 – Mar 06
[snip] are a US
based company (US $1billion) who have 70% of the lottery market
worldwide. [snip] Eastern Europe, based in Poland, is primarily
responsible for new and existing Lottery/Lotto clients in
Poland, Ukraine, FSU, Latvia, Lithuania, Estonia, Hungary, etc.
In addition, [snip] Eastern Europe supports other clients
worldwide in locations including New Zealand, Sri Lanka, UK, 12
of the 50 US States, UK, France, South Africa, etc.
The role of senior
project manager is to ensure the customers requirements
(technical, financial and commercial) are met within the
contract. Lengths of projects vary but on average are between 6
– 9 months from contact signature to ‘go live’. Values are also
varied as cities can have their own lottery (in Germany there
are 75 city lotteries – most run by [snip]) and are in the range
of US$1million – US$30million. The role involved costing of ALL
aspect of the project, resources (technical and commercial from
[snip] and client), financial/cost control and management,
Quality control, adherence to project methodology, change
control/management, etc
|
Major
achievements (so far) in this role include -: |
·
Supported
the [snip]
project (based in Munster, Germany and valued at
US$30million) for successfully reaching Acceptance
testing for 1/1/06 live date
·
Programmed
managed
the costing
and resource allocation for Kiev (Ukraine) National
lottery for 1/6/06 live date
·
Programme
managed
the
installation of 4500 Lottery terminals (including
software and communications) for Polish National Lottery
to a value of US$10 million
|
Ø
[snip] –
Express Carriers - International
Jan 2004 – Apr
2004 - (Initially 6 month project but finished 3 months ahead of
schedule)
IT Programme
Manager – Global Projects
This multi-faceted
role was primarily concerned with the closure of Data Centres in
UK and Switzerland and migration/upgrading of over 300 systems
which were then after testing, etc installed into a new Data
Centre in Prague, Programme managed the integration of over 100
branch offices (2000 users) mainly based in the emerging markets
into the Prague (or nearest) data centres in Europe, Asia and
The Americas, Programme/project managed the linking of Prague to
Kuala Lumpur and Scottsdale, Arizona. Running parallel, but not
connected to the Data Centre project was the feasibility of
introducing a Global Drop-Point system to allow customers
(business and private) to drop off/pick up packages at a
convenient location.
|
Major
achievements in this role include -: |
·
Programme
managed
the closure
of 2 Data Centres (1 in UK) and 1 in Switzerland,
migration of over 500 UNIX10.20 based applications to
UNIX11/UNIX11i, and subsequent installation of these
migrated applications into a new purpose built Data
Centre in Prague. The new Data Centre is the EMEA
(Europe, Middle East and Africa) hub support [snip]
operations in approx 55 countries in the region.
The role
involved close co-operation with project personnel in a
number of countries and producing a realistic,
achievable Programme Plan to ensure all applications
were tested thoroughly prior to installation and define
timescales for installation and transfer from
UK/Switzerland to Prague. This part of the project was
achieved 3 months before scheduled date of 1st
Nov with all [snip] EMEA operations running out of
Prague.
·
Programme
managed
the
installation the integration of EMEA Branch offices to
the new Data Centre in Prague and reliable, secure
telecommunications links between these office and Prague
and other Data Centres in Malaysia and the US.
·
Programme
managed
the
planning of a Global ‘Drop –Point’ service allowing new
and existing (corporate) customers to drop off and/or
pick up packages at convenient points close to either
home or office instead of a) waiting for a
delivery/collection van and b) going to the nearest
[snip] Service Centre to pick up/drop off packages
.Corporate customers such as Belgacom (Belgium
Telephone), Hewlett-Packard and Sky TV benefited from
this as engineers had less travelling time to/from
clients. Domestic customers benefited also as parcels
could be dropped off/collected at a time to suit the
customer. This project was in partnership with a number
of 3rd parties worldwide including Shell,
Walmart/Asda and 7Eleven. A trial was – successfully-
carried out in Taiwan in conjunction with 700
convenience stores (7Eleven chain) and increased
customer base by 30% and generated over US$500,000 in 3
months. The global roll-out, following the success of
the Taiwan trial, is due for early 2005 subject to local
resources/partnership 3rd part agreements,
etc
|
This role involved the integration of major
systems within 2 Banks following their recent merger, as
seamlessly as possible and with the minimum of disruption. The
major part of this role was the seamless migration/integration
of the Debt Management/Debt Recovery systems of both
organisations. This involved being based in [snip] and with
frequent trips to Edinburgh and surrounding area where the
[snip] had various installations.
|
Major
achievements in this role include -: |
·
Programme
managed
the Infrastructure and Migration of Debt Management
Programme providing rationalisation of [snip] Debt
Recovery into the [snip] System and the [snip] Debt
Collection into the [snip] Debt Collection System plus
replacing the existing call centres and centralising
these Call Centres with a new Centre in India
.Responsibilities included project and resource
planning, estimating, risks and issues, design,
migration and communication strategies of both
organisations.
·
Project
managed
3rd party suppliers (e.g. IBM, BT, Avaya,
etc) who were responsible for a number of outsourced
systems at the [snip]. The main supplier, Avaya who
provide the integrated Telephony system and the In-house
Group Technology Dept at [snip]. This system was also
being installed at [snip] and a major part of this role
involved defining the BoS requirements, specifications,
design, development, unit tests, supporting the system
development tests, supporting UAT tests, Regression test
and hand-over to the client in Scotland.
|
Ø
[snip] (own company), Norwich, Norfolk - International Business
Systems Consultants
Jan 2000 – March
2003 (based in Southern Ireland) - Director/Principal Consultant
IT/IS
Business Development
Developing new
business with SME’s (Small and Medium Enterprises) relating to
the use of relevant, suitable IT/IS systems for these
businesses. This included providing independent technical and
commercial assessment of suppliers and, as and when required,
full responsibility for the implementation of these systems plus
any relevant post-sales support and training. Projects/systems
varied from identifying and implementing solutions providing
Internet access, identifying and implementing financial systems
packages, Manufacturing packages, HR systems (packaged),
Telecommunications facilities and Retail sales systems (also
packaged). Budgets ranged from IR£250,000 – IR£5 million
(US$400,000 – US$7 million. Staff levels (direct and indirect
varied from 5 – 25)
Programme
Manager/Director/Consultant
This role involved the (multi program/project) delivery of
Infrastructure Improvement Projects to various national and
international organisations including Gateway Computers, Aer
Lingus, First-E Internet Bank, Accuris (Communications Software
Consultants), Datalex (Airline Reservation systems software
consultants), and Bank of Ireland (Credit Card Processing).
Program/Project budgets were, on average, in excess of IR£10
Million – US$15 million).
|
Major
achievements in this role include -: |
·
Programme
managed
a major project to enable Aer Lingus to join
‘Oneworld’ Airline Alliance on time providing seamless
transfer of passengers from other airlines with the
Alliance. This included Frequent Flyer points,
Baggage/Ticket transfer, Car Hire, etc. Airlines in the
Alliance included British Airways, American Airlines,
LanChile (Chile – South America), Finnair (Finland,) and
Qantas, (Australia). This had a multi national/multi
lingual/mutli skilled team of 250 worldwide
·
Programme
Manager
at First-E Bank providing Internet customers with
Internet banking facilities (the 1st in
Ireland). This had a 30 strong team mainly from Holland,
France and Spain. This major part of this project was
the design, planning, and implentation of a high-speed,
reliable, data network from customer
in
Ireland to the Data Centre in Spain. After evaluation of
potential options, a partnership with Eircom (Ireland’s
national telephone carrier) was developed and was
successful. The total investment for this project was
Eu150 million over a 3-year period. In the first 6
months of operation, new business worth Eu200 million
was achieved which meant that the ROI was achieved in 6
months.
·
Programme
Manager
for replacement of 1000 desktop systems at Gateway
Computers providing standard systems throughout the
manufacturing, sales/marketing, HR, Help Desk and
Financial systems. This was based on an ERP strategy
enabling a 30% increase order completion. This project
had a team (internal and external – direct and indirect
– between 30 and 90)
·
Programme
managed
the implementation of a worldwide Frame Relay network
for Datalex enabling Airlines and Travel Agents to sell
tickets on-line and provide secure payment methods. Team
– direct and indirect – was 30 full and part-time
·
Programme
manager
for the implementation of a new Credit Card
processing system for the Bank of Ireland to enable a)
Euro transactions to be verified and b) enable American
Express and Diners Cards to be verified. Internal and
external team was (minimum 50 - (maximum) 200which 75%
had direct reporting
·
Developed
and tested Disaster Recovery strategies
for all the above clients
·
Involved in
FULL Service Level Agreements
with internal and external suppliers for these
clients
|
Ø
Career Break - Studying (Distance Learning) for Modular MBA
Jan 1999 – Dec 1999
- Student
Finishing last 2
(of 7) modules – Gained MBA in 2000 - Completed previous 5
modules, in own time, whilst working in the developing countries
of Central and Eastern Europe and the Far East. This was a
Distance Learning Course with Heriot Watt University in
Edinburgh. Gained an average pass mark of 92% per module.
Ø
[snip] (own company), Norwich, Norfolk
Oct 1990 – Dec 1998
- Director/Principal Consultant
Involved in IT/IS
Business systems consultancy, programme management and project
management with a wide range of public and private organisations
in the developing countries including China, Russia, Czech
Republic, Hungary, Poland, Tanzania and Bulgaria. Roles included
developing realistic, achievable IT/IS strategies for
manufacturing, financial, and telecommunications organisations.
|
Roles
and major achievements include -:
|
·
IT IS
Project Director
– This
project was based in Oman for Gulf Telecommunication
Corporation and involved identify systems and
application which may/could be affected by the
century/Year 2000 change over. Over 3000 systems in Oman
were examined plus travel to other Gulf States including
Bahrain, Abu Dhabi, Kuwait and Qatar and examined. In
total over 10,000 systems and applications were examined
and tested and no major problems found. About 60
applications were potential risks and re-compiled. This
project lasted 9 months and total staff – both internal
and external – was 30
·
IT/IS
Project Consultant
- Developed achievable, realistic IT/IS strategy for
TPSA (Polish National Telecommunications Agency) to
install new Customer service Units for new subscribers,
existing subscribers, fault reporting, Internet access,
billing payments and records plus planning the
implementation of country wide Fibre Optic Network. This
project was carried out in conjunction with The National
Bank of Poland who required a secure, reliable
international network for national and international
branches and replace all existing internal IT systems
and hardware with UNIX based systems with new software.
This was a EU funded project valued at US$400 million
over 5 years and required approx 300 Polish and other
European personnel .Included in this strategy was the
procedures for a 3G mobile telecommunications system in
all the major Polish cities
·
IT/IS
Project Director
- Developed and implemented a new IT/IS strategy for
The Bank of China and included reliable international
telecommunications facilities. This was a World Bank
funded project valued at US$15 million planned for 24
months (finished in 18 months) and required 200 Chinese
and other nationals – all with direct reporting
·
IT/IS
Programme Director/Project Director
– Developed and implemented a achievable IT/IS
strategy, to include Sales & Marketing, Financial, Human
Resources and Manufacturing systems, for a major
electronics manufacture in The Czech Republic. The
success of this project enabled the client to develop –
previously closed markets – Western Europe and increase
new Business by 25% in Year 1. This project was a EU
funded project valued at US$8 million – 2 year project
completed 6 months ahead of schedule and within budget
·
IT/IS
Senior Systems Consultant
– Devised and implemented a new MIS (Management
Information Systems) Department for a newly privatised
Telecommunications company in Tartarstan, Russian
Federation. This was a project jointly funded by the EU
and private investors valued at US$150 million over 10
years. The MIS project was valued at US$10 million and
included Fault Tolerant systems (Electrical Power is
unreliable in that region) and packaged software for
various applications including Billing, Sales and
Marketing, Internet access ,Mobile and fixed Network
Planning/Installation/Fault Reporting – Repair and
internal/external Help Desk facilities for fixed and
mobile communications. Mobile system was highest
priority as they were PAYG and enabled Teleset to have
immediate revenues. The MIS project was finished 3
months ahead of schedule and required between 50 – 100
Russian and expatriate personnel with direct line
reporting
·
Group
Networks Consultant
– Developed and programme managed a Global network
infrastructure, based on Frame Relay, for a UK based
financial systems software development organisation
linking Asia-Pacific with the Americas (North and South)
and Europe. Savings of 22% in Year 1 were achieved in
reduced costs for telecommunications services and
provided seamless, reliable high-speed communications
links for over 200 locations globally. Total cost of
this was US$5million and required the full and part
times services of 80 staff all with direct reports
·
IT
Personnel Resources Programme Manager
–
Responsible for identifying the technical personnel for
a major telecommunications infrastructure project in
Tanzania. This was a joint World Bank/EU funded project
with BT and Talia (Sweden) providing the products and
services for this project. The major part of this role
was to identify and make available, as and when
required, the relevant personnel to implement these
products and services. The project was valued at
US$10million and staffing levels varied from 100 – 250
on a full or part time basis.
·
IT Systems
Project Director
– Devised and implemented, on time (6 months ahead of
schedule) and within budget, an IT systems strategy for
a major telecommunications services provider in
Sofia, Bulgaria which included roll-out of 3G networks
and fixed line systems. This was a US$12million – 3 year
project funded by the EU
|
Ø
[snip]
July 1989 to Oct
1990 - International Sales Support Manager (extensive
international travel)
This role involved a) setting up a new division within BT and b)
providing Programme and Project management support to the
international Sales force enabling large value international
projects to a) be won against competition and b) to successfully
implement these projects meeting or surpassing clients
requirements.
|
Roles
and major achievements include -: |
·
Programme
managed
a VSAT (Very Small Aperture Terminal) satellite
system for BP exploration in the Artic Region – This was
a 6 month project valued at US$2million
·
Programme
managed
and successfully implemented a Global communications
system, based on Frame Relay, for Swiss based chemical
company Hoffman-LaRoche. This was a 2-year - US$5million
project.
·
Programme
managed
and
successfully implemented a satellite communications
system, across 35 European countries for Swiss based EBU
(European Broadcasting Union). This project was valued
at US$12million and with a timescale of 18 months
·
Programme
managed
and
successfully implemented a communications link between
UK, Pakistan and Japan for Bear Stearns. This was a
US$2million project – 12 month project
|
Ø
France Telecom/Deutsche Telekom joint venture – Paris/Frankfurt
based (extensive international travel)
Mar 1986 – July
1989 - International Communications Consultant
The major part of
this role involved the setting up of a new company, jointly
funded by France Telecom and Deutsche Telekom, to provide Paris
or Frankfurt based international organisations with global
communications facilities. Turnover was over US$12 million in
first 3 years
|
Roles
and major achievements include -: |
·
Project
Manager
for successful implementation of a ISDN link between
France and the UK
·
Programme
Director
for pan-European strategy and successful
implementation of a standard communications system based
on ISO/OSI protocols for the European aircraft
manufacturer - Airbus Industries with major locations in
UK, Spain, Italy, France and Germany and Denmark.
·
Project
Manager
for an IT
and telecommunications system in association with Aer
Lingus, Irish Tourist Board and Telecom Eireann (now
Eircom) Ireland to enable visitors to Ireland to book
flights, car hire and accommodation on-line. This was
based on France Telecom’s ‘Minitel’ service (A
forerunner to the Internet) |
§
General Motors – Detroit, USA, based (extensive international
travel)
Feb 1983 – Mar 1986
International Networks (OSI based) Project Director/Consultant
Responsible for the
successful implementation of General Motors developed
communications protocol called M.A.P (Manufacturing Automated
Protocol – totally based on ISO/OSI standards) across ALL
General Motor’s subsidiaries in Europe plus support other
international team members responsible for other global
regions/subsidiaries
§
Independent (Freelance) IT Systems Consultant – Europe based
(extensive international travel)
Dec 1980 – Feb 1983
IT/IS Systems
Consultant
Providing technical
and commercial assistance to various clients in Europe in all
aspects of IT systems enabling business improvements to be
obtained efficiently and cost effectively. Clients included
CreditAnstallt Bankveiren - Austria, Esso Olefins - Scotland and
Swiss National Railways – Switzerland
§ [snip]
Jan 1970 – Dec 1980
Senior Systems
Engineer – Greater London based
Responsible for all
aspects of [snip] technical and commercial services to major
clients in and around London. These clients included British
Airways, BACS, CAA, London Transport, Marks, and Spencer
·
Royal Navy
June 1963 – Dec
1969
Joined as Technical
(Artificer) Apprentice in Electronics Branch. Was commissioned
as 2nd Lieutenant in 1966
Technical
Knowledge and Skills Summary
Programme/Project
Management
·
Extensive experience in/with -:
Programme
Management methodologies –: Goal Directed Project Management (GDPM),
Macroscope
Service Delivery
Methodology -: ITIL (Information Technology Infrastructure
Library)
Project
Management methodologies -: PRINCE 2, SSADM, METHOD1, PMI/PMP
Project
Management tools -: MS Project, Artemis, Project Management
Workbench (PMW) & SuperProject
Software/Applications
·
Wide experience in/with -:
Lotus/IBM – Notes
(all versions), Lotus SmartSuite (including AmiPro/WordPro,
Freelance, Approach, 123)
Microsoft -
Windows 98/ME/XP/NT4/2000/2003, All Office 2000/XP/2003/2007
products including MS Project, Visio, etc
Hardware suppliers
·
Wide experience in/with -:
ICL (now
Fujitsu), Digital Equipment (now Hewlett - Packard), Data
General (now EMC)
Telecommunications
(Suppliers)
·
Wide experience in/with -:
SITA, Equant (now
part of France Telecom), BT, AT&T, Nortel, 3Com, Alcatel, Cisco,
Cable & Wireless, Tanzania Telecom, Sovintel (Russia), Sofia PTT
(Bulgaria), France Telecom, Eircom (Irish Republic),Deutsche
Telekom plus various 3G suppliers including Nokia, Siemens and
Motorola.
Telecommunications
(Hardware/Systems)
·
Wide experience/knowledge of –
SDH,
EDI,X25,X400,ISO/OSI, ATM/Frame
Relay, SNA, Token Ring, WAN’s (e.g. X.25/X.400), LAN’s (e.g.
Ethernet, TCP/IP), 3G mobile and Satellite systems.
Achievements
‘In times of
drastic change it is the learners who inherit the future; those
who have finished learning find themselves equipped to live in a
world that no longer exists’ (Eric Hoffer).
I am a strong
believer in lifelong learning and personal development and have
gained a wide range of skills and abilities in the course of my
career to date. Utilising these skills and abilities, I can
offer the following major benefits, among others, to an
employer:
·
Extensive knowledge of the international market,
having worked in the securing of long term commercial strategic
alliances, partnerships and joint ventures with international
organisations, particularly in developing countries. I
have successfully developed new and/or managed existing markets
in Eastern Europe, South East Asia, the Far East and Southern
Africa
·
Excellent interpersonal and communication skills,
which enable me to negotiate, present and ensure understanding
of technical and commercial issues at all levels of an
organisation. This skill was especially useful to me during a
project with a Tanzanian communications company where I defined
a technical personnel strategy before liberalisation and
external shareholding.
·
Wide experience, as Programme/Project Director,
in major infrastructure projects including strategy definition,
supplier evaluation and successful implementation of various
applications/systems for a number of organisations based around
the world including the UK, France, Germany, Ireland, Poland,
Czech Republic, Middle East & China using various methodologies
including PRINCE 2, CRAMM, ITIL, RUP,
·
Good experience across a range of industries
in the provision of impartial advice and assistance on
business-driven cost effective IT/IS solutions, leading to real
business benefits and external customer confidence. I was
instrumental in achieving excellent outcomes with a number of
major Eastern European organisations devising new IT/IS
strategies leading to a more efficient control of costs,
customer satisfaction, increased business opportunities, and
future investment opportunities.
·
A
natural ability as a team leader –
developed in The Royal Navy and used effectively in my IT/IS
career - confident in the recruitment, formation, management &
motivation of multi-skilled and cross-cultural teams, as
achieved in my role with various organisations including (but
not limited to) [snip], General Motors &
National Bank of China
·
Technical knowledge and planning ability,
which enabled me to implement a wide ranging IT/IS system for an
Eastern European electronics manufacturing organisation,
enabling new markets to be targeted in Western Europe, leading
to increases business opportunities.
·
Breadth of vision and commercial awareness
- I devised an
innovative MIS Strategy for a 'start-up' telecommunications
organisation in the Russian Federation providing services for
over a million customers.
·
An
emphasis on quality,
particularly evidenced by my development of a global
telecommunications network for a UK based financial services
software organisation - enabling them to provide customers with
a higher quality of service, leading to increased business and a
reduction in operating costs of 25% in year one.
·
Financial management
expertise relating
to effective monitoring of project budgets including staff
costs/resourcing and identification of benefits (tangible &
intangible) plus Return on Investment (ROI).
·
Highly computer literate,
covering a wide variety of applications, operating systems and
telecommunications products and services from major suppliers
including Microsoft, Lotus/IBM, ICL/Fujitsu, Hewlett-Packard,
Nortel, 3Com,Cisco & Alcatel
·
Knowledge of telecommunications
protocols including
SDH, EDI,X25,X400,ISO/OSI, ATM/Frame
Relay, SNA, Token Ring, WAN’s (e.g. X.25/X.400), LAN’s (e.g.
Ethernet, TCP/IP), 3G mobile and Satellite systems.
·
Knowledge of database systems
(e.g. Oracle), software development tools (e.g. CASE),
manufacturing (e.g. MRP/MRP2) and financial packages
(e.g. SAGE).
Ø
Driving Licence Full, clean UK/International
driving licence
Ø
Place of Birth Stirling, Scotland
Ø
Nationality British
Ø
Mobility Willing to travel
extensively internationally and/or relocate as demanded by the
role
Ø
Current Location Basel, Switzerland
|
Professional Memberships/Trade Associations |
|
Associate
Member of British Institute of Management (B.I.M)
Associate
Member of the Institute of Sales and Marketing
Management (I.S.M.M)
Associate
Member of Project Management Institute (P.M.I)
Associate
Member of The British Computer Society (B.C.S) |
Since 1995
Since 1996
Since 2001
Since 1998
|
|
