Contact details:                

Education:                 5 A Levels and BSc (Hons) Mathematics

Career:

Aug 04 - Current                        XXXX                             Regional Programme Director (Permanent)

Sept 02 – Jul 04             XXXX                 Programme Manager (Permanent)

Feb 01 – Aug 02                        Various Contracts          Programme & Project Manager

Apr 98 – May 00                        Britannia Airways           Programme Manager

Jul 96 –Mar 98               Various Contracts          Senior project Manager/Senior Test Consultant

Jan 92 – Jun 96             London Electricity          Project Manager 

Experience:

q       Solid background in IT beginning as a Programmer, working through Design and Test Management roles before moving into Project management  - he has now been delivering complex programmes and projects for 10 years following various methodologies and is Prince 2 Certified. 

q       Managing a large 90m Euro Programme of work for DHL to replace all legacy Operation System (covering everything from PickUp through to Delivery of Parcels) within France. The programme will then expand to be the basis for a pan European Programme which would look to implement the system in 17 countries across Europe with a projected cost of 220m-300m Euros. Programme had a team of 200 resources distributed between Prague, Paris, Brussels and India. 

q       Managed a major programme of work at C&W to create support systems for the roll out IP and data products.  Previously any new products launched required  new systems to be built so this programme involved the creation of a strategic platform based Sibel, Arbor Clarify and SAP so any new products can be added to the existing system.  This was an intense 3 month £20million programme involving 350 people and Gordon had 26 project managers reporting into him.  Gordon has also directly managed a project team 50 strong at London Electricity. 

q       Recently has been working within the logistics sector at DHL and NAVIS and even as a contractor Gordon had high level responsibilities not usually given to Contract staff e.g. at Britannia Airways he negotiated down a £4million deal to £600,000. 

Summary:

q       Gordon began his career in programming, then focused more on testing setting up his own company “The Testing Consultancy” which employed 25 people at its peak. Recently he has been heavily involved with the full application programme life cycle, being hands-on’ with high detail or working at a higher programme management level. In his current role Gordon has been managing the professional Services department which has a staff of 650, a project portfolio of 150 projects and an annual budget of over $100m. 

Gordon has worked mainly for blue chip companies and has experience of many sectors including Logistic, Banking, Utilities, Telecoms and Airlines, working on a variety of technologies. 

Gordon is charismatic and has a high drive, motivating and pushing himself and his team to deliver.  He demonstrates good influencing skills – he has managed to persuade his team to follow his lead and work long hours.  He is straightforward and upfront he doesn’t “sugar-coat issues”.  He describes himself as “calm under pressure, leads from the front and resilient”. 

Resume – Gordon Tredgold

PROFILE

Gordon is a dynamic, hands-on, customer focused, delivery orientated Programme Manager with over 12 years experience in delivering complex programmes/ projects across a variety of technologies and market sectors, and over 18 years in IT. Gordon has worked at all levels including reporting direct to the IT Director on several projects/programmes, for leading Blue Chip companies. 

Gordon has worked in most sectors including Logistics (3 years), Banking (6 years), Utilities (5 years), Telecoms (18 mths), Airlines (2 yrs) and Retail (2 ½ years). 

He has been involved in the management of projects ranging from 80million Euro business change programmes to small £1m development projects, both in the UK and Europe.

Gordon has excellent leadership, motivational and mentoring skills which help create successful teams even in high-pressure situations. 

Gordon is an excellent structured (prince 2) project manager with strong planning, project control, reporting and impact analysis techniques. Gordon has successfully  set up programmes managing multiple project managers, defining standards, mentoring project managers ,reviewing and verifying plans and providing hands on management support when needed.  

Gordon has worked predominantly for blue chip clients including, DHL, Abbey National, Barclays Bank, Barclaycard, Cazenove, Kreditbank, AT&T, Cable & Wireless, London Electric, United Utilities, Britannia Airways, CSC, Andersens, PwC, SEMA & Unisys.  Gordon is a Member of British Computer Society & Member of BCS System Testing Specialist Group 

Education

School  7 O Levels, 5 A Levels University BSc (Hons) Mathematics U.M.I.S.T. 

Languages

French (Fluent), German (fair) 

Work Experience 

Dec 2005 – Current       (Transformation Director/Head of Professional Services – DHL Americas)

Worked as Transformation Director reporting directly to the Head of IT for the US. Role involved driving the transformation of DHL IT from an internal supplier into a professional IT Services Organisation that would compete with other 3^rd Parties supplies bidding for DHL IT Project work. This was a Global Change Programme that involved IT reorganisation and rationalisation, introduction of commercial practices and attitudes, customer service focus, cost reduction and improved financial transparency based on detailed project costing and clear and accurate invoicing.  

During this period  managed the Professional Services,  managing a portfolio of over 150 Projects, $100m Resource budget and a team of 750 of which 70% were offshore, improved the regions performance from the bottom to top performer of 4 regions, in on time delivery and quality. Helped reduce costs by $3.8m in first 6 months, mostly through improved staff productivity, reduction of 3^rd party consultants and improved operating cost visibility. This worked to improve DHL IT US standing with its customer through improved and lower cost services.  

Also acted as the deputy Head of IT, which involved managing the dept 1 week per month when the Head of IT attend the monthly Global IT Steering meetings. 

During this period key achievements were:

·         Improved on-time delivery stats from 26% to 62% against original baseline dates. Identified that 75% of delayed projects were due to scope changes requested by the business and that for these project 95% were delivered to the new baseline dates.

·         Improved internal staff utilization from 70% in Q1 06 to 90% in Q3 06 on project work.

·         Transitioned department from time and materials  to fixed price projects

·         Achieved cost savings of over 10% of budget

·         Reduced external head count from 850 in January to 450 in September. 

Sept 2004 –Dec 2005    (Regional IS Programme Director – DHL Europe)

IS Programme Director on a large 300m Euro Programme of work to replace all Operational systems covering everything from the Pick Up, Warehouseing and Terminal Handling through to the Delivery of parcels with a standardised strategic platform that would for the basis of DHL Operations systems for all countries. First phase of the program was to implement the system within France 80m Euros then across 17 countries within Europe 220m Euros. The program was a key part of a large strategic business change programme to transform DHL from a domestic franchise model company into a large integrated company incorporating the various businesses Danzas, Deutche Post and the traditional DHL business.

The programme involved upwards of 200 resources based in Prague, Paris, Brussels and India. The program started back in 2003 and Gordon was instrumental in the driving delivery and implementation of a model Terminal into France in April 05 as a precursor to starting the deployment of the system across France in Q4 05. He was also heavily involved in the creation of the 220m Euro Business Case for the rollout of the system to the rest of Europe. 

Sept 2002 – Aug  2004              (Programme Manager - NAVIS LLC)

Worked as a Programme Manager for the leading Container Logistics Package software vendor on-site in Rotterdam. R responsible for managing the Total Solution Programme ($11m) for the Port of Rotterdam.

The programme involves the customisation (30,000 hrs) and implementation of 3 our products (SPARCS, Express and Web Access) including the integration of our products with the client systems and another third party Vendor (GPT). The packages provided functionality that covers all aspects of Ship Planning, Container Planning, Rail/Truck Planning, Container Flows, Equipment Management (all types of cranes), and all back office requirements, Customs, Billing, CRM, etc.

This is multinational project involving virtual teams in based in San Francisco (Engineering Team), India (QA team) and Rotterdam (Implementation Team), coordinating with partners in Düsseldorf (Crane Company). 

The role also involved being the on site client manager, responsible for all aspects of the project, reporting to the Senior Executives of Hutchinson Ports. 

July 2002 - August 2002  (Project Manager - Cazenove)

Short term role to define, plan and initiate the testing work required for an Office relocation, XP Desktop and Windows 2000 Upgrade for the 4 main business areas, Global Equities, Corporate Finance, Fund Management and Finance and Settlements. 

May 2001- May 2002   (Project Manager - Unisys)

Worked as Project Manager for Unisys, on an outsourced Barclays Bank Project, which was part of the Barclays Euro Programme.  The project was to replace the existing Branch Account Customer Stationery System with a Euro compliant Customer Stationery Utility that could support multiple systems. The project involved analysis of the existing system, which was over 20 years old and undocumented, incorporation of new requirements, development, testing and conversion planning development and support. 

Added benefits: Gordon identified and implemented a PC based Mainframe development environment, which reduced overall Project costs and staff requirements by approx 15%. 

March 2001- May 2001  (Programme  Manager – AT&T)

Worked as Programme Manager for AT&T on IBM Voice and Mobility Outsourcing Project. My role was to be the In Country Manager, for France, Belgium & Luxembourg based in Paris. The role involved replacement of the current IBM processes for Provisioning, Procurement and Billing systems and putting in place an AT&T solution that would meet these requirements, including frequent travel between the Head Office in the UK and France, Belgium and Luxembourg.
The Programme was terminated due to contractual issues between IBM and AT&T. 

May 2000 – February 2001  (Programme  Manager – C&W)

Worked as Programme Manager for Cable & Wireless on The Solutions Framework (TSF), a £65million programme, to provide C&W with a new platform to support the rapid roll out of Data and IP Products. The TSF comprises of Systems, Processes and Organisation. The platform has been built using market-leading enterprise applications such as Siebel, Kenan Arbor, Nortel Architel, Clarify and SAP to support the Sales and Marketing, CRM, Provide, Bill and Collect, Operate and Assure and Finance processes.

Responsible for the planning and management of the programme, working with Product Management, Global Process Owners and IT Delivery Agencies including IBM, Deloittes, Logica and C&W IT Staff.

Added Benefits: Gordon turned around a failing programme by simplifying the planning, clarifying overall objectives and providing strong leadership. Ensured business buy-in for phase 2, by involving them throughout the planning, scoping and design phases. A key achievement for phase 2 was a detailed plan that highlighted that the very optimistic requirements couldn’t be met and got agreement with the business to modify the scope to a still aggressive but realistic size.  

April 1998 - May 2000 (Programme Manager - Britannia Airways)

Gordon worked as a programme manager for Britannia Airways with responsibility for a number of programmes and projects some of which were managed concurrently.

·         Engineering Outsourcing programme. Established the Programme for Outsourcing of the Engineering department of Britannia Airways under Prince 2 methodology. Identified and Set up Programme/Project Boards, including key roles and responsibilities.
Added Benefits: Identified the need and implemented Prince 2 Programme/project boards, to ensure business buy-in and business ownership as this was a business change programme with a small IT element, although led by IT department.

·         Replacement of Operations System. Managed the investigation of a replacement Operations system, creating the RFI documentation including defining overall requirements, identifying and investigating potential candidates. Evaluating the RFI responses to produce a recommendation for the replacement product.

·         1999/2000 Development Programme. Defined and implemented a development planning, costing and management process, that allowed the business to control the development schedule and prioritise project work packages.
Added Benefit: Provided project visibility and control to the business units.

·         Operations System. Was responsible for the day to day management of the business critical Operations system that controlled flight planning, crew management and day of operations functions. The main objective of this role was to improve the overall quality of the system, improve performance and reliability and to reduce the overall support costs to allow the application support to be outsourced to Logica. Implemented several new releases, reviewed and amended support processes which increased efficiency and improved user confidence.
Added benefit: Reduced cost of Sabre from £1.5m per to £400k per annum. i.e. basic cost of software licence, plus specific costs for official change requests, of which there were none during my period in charge.

·         Y2K/Euro Programme. Overall responsibility for the Y2K Compliance Programme for all Britannia Airways critical systems. Reporting to the IT Director on the progress of the project. Systems included Aircraft Maintenance, Operations, Peoplesoft HR, OLAS Financials each of which had a high level of third party supplier management.
Added benefits: Produced a high level overall release plan which ensured that the programme had high levels of visibility within the business which was then used to drive the programme through to completion one month ahead of schedule Nov 98. Also successfully introduced a 1 hour meeting culture. All meetings had a maximum duration of 1 hour, all parties were fully prepared and punctual, with actions resolved within the agreed timescales. 

September 1997 – March 1998 (Senior Project Manager – KBC)

Responsible for the set up of a new department that was to be responsible for all activity related to the Euro and Y2K conversion and testing work for the KreditBank in Belgium, covering their Domestic Banking, Professional and International Banking, Global, and Logistics systems, approximately 120 Application Groups. The key area of work was the setting up of the testing function, which was non-existent.

Added benefit: Implemented a new testing department for KBC, with structured testing methods, documentation standards an automated test tools for improving the quality of testing. Also, implemented 10 mainframe test environments to provide parallel testing facilities which ensured that projects didn’t corrupt each others test projects as was previously the case. On completion of the Euro/Y2K testing each application had a reusable regression test bed that was used for testing future releases.  

April - September 1997  (Business Development Director – TesCom)

The role of Business Development Director was also one of four senior Management positions, who along with the Managing Director were responsible for the strategy planning and the overall management of the Company. Gordon had overall responsibility for the Utilities Sector, including profit and loss accountability. The role involved Sales, Marketing, Bids, Account Management, Staff Management, as well as on-site project management.

Added benefit: Started the Utilities sector from scratch winning business with East Midlands Electricity, British Gas and London Electricity 

July 1996 - April 1997 (Senior Test Consultant – Barclaycard)

Appointed by Andersen Consulting, to develop and implement a testing regime to allow Barclaycard to seamlessly migrate all their UK based credit card accounts on a new, fully integrated system called TRIUMPH from BANC ONE. When complete, the project had migrated all 8 million Barclaycard accounts onto the new system without any loss of data.

Added Benefit: Reduced overall cost of testing (£500k) by improving quality of unit testing. This reduced the elapsed time of system testing from 8 weeks of seven 14 hour days, to six weeks of five 10 hour days, for the subsequent 2 releases. (saving of 484 hours per release, team of 20, average cost £25 per hour). The overall quality of the system improved from 300 unresolved un-quantified issues, to 30 fully documented issues each with an acceptable work around.

January 1992- June 1996  (Programme/Project Manager – London Electricity)

Gordon was a project manager on several projects for London Electricity including the following.

·         1998 Deregulation Programme. Project Manager for a £6 million programme responsible for the Testing, Integration Testing, National Trials and Implementation of all projects as part of the £40million 1998 Programme of work (covering 17 projects) for London Electric.
Gordon was also a key member of the National Trials committee that was responsible for the overall integration testing between the Regional Electricity Companies, the Generating companies and the central Electricity Pool. Responsible for defining the Testing Strategy and the System Testing method to be adopted by all projects within the Programme.

·         1994 Deregulation Programme. Project Manager the design, development testing and implementation work on the London Electric Retail Contract Billing System (RCB), cost £4m, which is accounts for £1billion turnover from commercial customers. 

Details of previous assignments can be provided on request.

Technical Skills Summary

Software:    Arbor, Siebel, Clarify, SAP 4.6c (FI, SD, LO), Peoplesoft HR, ORACLE, Sybase, CICS, DB2, , MS Access, HURON, MS Office, PMW, MS Project, Test Director, Winrunner.

Methods:     RAD, PRINCE 2, JACKSON, METHOD/1, DESIGN/1, SSADM, LSDM.

Hardware:   Sequent Numa-Q, HP Workstations, IBM mainframe & RS6000.

O/S:            MVS, DOS, UNIX, HP-UX, AIX, OS/2, WINDOWS XP, 98 95 & NT.

Languages:      COBOL, SQL, HTML, HURON Objectstar, C.