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Development Director

Development Director

Work Experience

Career Summary

As an executive I have direct experience of, or been responsible for; Investment, divestment, joint ventures, mergers, venture capital fund raising, business modelling, business plan preparation, expansion and turnaround strategies, IPO process, contractual negotiations, organisational design, product management, business development, change management and both project and programme management etc.I have worked in a number of different companies, industries and market segments using my skills to provide business related consultancy. This all round experience and the ability to ‘think outside the box’ has enabled me to generate options and provide viable solutions to meet the clients’ objectives.


Detailed Professional Experience
IndependentInterim Business Executive Mar 2001 - PresentCurrently completing a business plan for a new UK telecoms start-up company. Preparing corporate organisation, technical business models, financial models and venture capital strategies. Currently arranging and attending fund raising meetings.
Acequote.Com LTD Development Director (Strategy, New Business & Technology) Oct 2000 – Mar 2001 I was responsible for company development (eMarketplaces reverse auction and catalogue) for both the new business sales and website technology. I was responsible for bringing the technical development in-house to minimise timescales and reduce costs which culminated in the deployment of the new Acequote website in December 2000 and also the Compaq Closed Community marketplace Jan 2001. I negotiated, prepared and agreed the new emarketplace contracts and commercials with Compaq (est £1m+) and Barclaycard (due to be launched in Mar). I have set the strategy for the company, as an emarketplace platform / ASP provider, which when combined with the German parent company products will provide a complete supply chain purchasing system with a closed loop including trust and full encryption. Within the second month of starting I was responsible for generating 10% of the company’s total annual revenues, the remainder being generated by the 50-person telemarketing sales team. By Jan 2001 I was responsible for generating 40% of the company revenue with a strong forecast for Feb this will increase to 65%, and I have also recruited new business sales personnel. The current new business development pipeline for Qtr1&2 now show revenues of approx £1.5m.I thoroughly enjoy the role as it is extremely rare to be given the opportunity to manage the development of the markets and sales as well as the website products. My only reason for seeking alternative employment is due to a clash of management styles with the CEO and not being given the delegated authority I need to develop the company to its fullest potential. I was offered a position of Director of European Business Development by the parent company due to the significant turnaround in performance, although I had to decline as the position was to be based primarily in Germany.
IPriceTravel.Com LTD Chief Technology Officer & Business Development (Jul 2000 to Sep 2000)As the CTO for the start-up dot.com, I was responsible for the technology strategies including the development of all commercially sensitive contract negotiations including Oracle, DJFreeman, Amadeus, Worldpay, Worldspan, PwC etc. I was also responsible for the development of the proposals for the corporate ‘look&feel’ for the web business. I was named in the £12m venture capital / private placement document. When the funding for the business was not forthcoming, I prepared a number of different business case strategies to approach the project with decreasing levels of funding. However, as the funding did not come to fruition we agreed to part company.
Satama UK LTD Head of Business Development & Marketing (Mar 2000 to Jul 2000)As an Executive Manager I was responsible for the business development and marketing activities of a UK start-up New Media, E-Business and M-Business and Design consultancy company. I reported to both the BDO & COO of the Finnish Group Board. Within 4 months I grew the company from £0 revenues to a respectable £80k per month (£380k for 4 months) and created a pipeline business in excess of £1m with a average 65% success rate. I implemented a number of essential processes and procedures including bid and contract / frame agreement management, sales process, product development process and project management. I negotiated the agreement with eSouk (a VC Company) to be their incubatee’s design company of choice. I instigated the development of the business financial plan with the CFO that is being used to monitor the business for the remainder of the year. The strategy of the business plan shows a breakeven position within 12 months thereafter being profitable and self funded.I was also acting as marketing advisor for a number of start-up dot.com companies arranging both internal and external marketing campaigns. The internal work encompassed preparing campaigns to targeted third party companies to obtain their content for the company web sites. The external marketing included setting marketing propositions and web site designs with external agencies including Team Saatchi, Grey Interactive and Thompson Digital (JWT).
CAP Gemini UK LTD Programme Manager (June 1998 to Feb 2000)I managed a team of consultants investigating an E-Business strategy for Cambridge University, having found the opportunity, presented CG capability and successfully agreed and negotiated contracts. I was responsible for winning a number of strategic e-business and infrastructure consulting assignments.· Managing Consultant / Programme Manager – Responsibilities as shown below:-· I was the single point of contact for the new post-ERP implementation analysis methodology. This is known as Enterprise Effectiveness™ to assess SAP, BAAN and Oracle strategic effectiveness & recommend tuning.· My team was responsible for the 3rd party legacy mainframe and web enabled software development and migration of the non-Y2K EDI infrastructure a new AT&T EDI based product.· I was responsible for turning around a failing EMU programme which I brought back on track that eventually was delivered two weeks ahead of schedule. The legacy mainframe accounting systems also linked into a newly installed SAP invoicing module, which was managed by one of my project managers. This was for the largest CAP Gemini outsourced contract i.e. British Steel.The AT&T projects and programmes that were transferred during the sale of AT&T ISTEL Ltd (E-commerce division) to CAP Gemini.· I was responsible for consulting and refocusing a failing Year 2000 programme for a high street retail and financial institution. The budget for which was £40M and entailed the management of 18 simultaneous projects.
AT&T ISTEL Ltd Director of Communications Services (Finance & Commerce) Feb 1997 – June 1998 (Divestment)Whilst with AT&T I was responsible for a number of different executive roles within the organisation. I was responsible for in the ‘Business Growth Team’ who’s objective was to expand the professional services division of Value Added Services (until the major reorganisation of the EMEA region). My role also involved being an internal client manager and trouble-shooter, taking ownership of problem areas and driving them to resolution (within Projects, Marketing and Service Development). I was responsible for the following roles :-· Projects Director –responsible for the Contracts, SLAs, Service descriptions, end to end development and deployment of the following programmes:1. Implementation of a file transfer service infrastructure for Barclaycard Merchant Services. Developing the service to support the passing of credit card transactions to the acquirers. Investment budget £0.5M and revenue value £2.4M.2. Dynamic vehicle scheduling solution with an investment budget of £300k and revenue valued at £4.5M.3. Internet Based Foreign Exchange Trading Service. I was responsible for the production of a requirement specification for the development of an Internet based FOREX trading system. This system was based on the MDC BETS trading platform. I also produced a business case for the reselling of the MDC product suite valued at approx. £9M.4. Business proposal for an Internet based TV service valued at $60M investment.5. Back office trading support service interconnecting 280 banks in UK and Europe, revenue value £1.1M.· Director of Communications Services - E-Commerce Capability (Marketing – F&C) – I was responsible for the instigation and development of a reseller agreement with ANS Communications/WorldCom (value £2M incremental revenue) for the provision of new Internet related services, in competition to the AT&T (UK) Ltd WorldNet™ service. The new service was required to ensure clean 'ring fencing' during the divestment of the division. I was responsible for the positioning, value proposition, marketing and sales materials, trained sales staff. I was responsible for investigating the market and assessing the capabilities within the organisation and develop strategies to provide new communications related products and services to meet both customer and community requirements. Where services did not exist, prepare strategies to either develop them in-house or alternatively undertake joint ventures or partnerships to ensure they are made available. I was also responsible for the production of two firewall reseller agreements.I was the co-author of the 'BISS '98 - The Business Information Security Survey' report undertaken as a joint marketing approach by AT&T, National Computing Centre, SysDeco, Delloitte Touche, DTI, ITSEC and had its Ministerial launch in March 1998.· Product Management - Due to another reorganisation, I was seconded to AT&T UK Ltd and became responsible for transitioning of the WorldNet™ service to AT&T (UK) Ltd. I was responsible for driving down the costs and increasing the margins of the AT&T WorldNet™ Internet service which resulted in a 40% efficiency saving. I prepared and presented a £2M business case for investment for enhanced Internet related services to the UK Board for approval but was rejected for financial constraints. I subsequently ensured the WorldNet™ service became self-funding by developing selective profile targeting of customers. I was responsible for formulating the UK and European Internet / IP networking strategy which was implemented. Having transitioned the service to AT&T UK, I returned back to the Finance & Commerce division as stated above. · Technical Director - I was responsible for the production of a £4M strategy business plan (for Board approval) to obtain investment to expand the Planet Internet ISP capability to provide a dial platform for business users. However, due to the domestic pressures placed on AT&T USA, this caused financial constraints and a strategy/mentality of ‘sticking to the knitting’, subsequently the business plan was not approved. The Planet Internet ISP business was eventually sold in July 1997 to AOL. · Programme Director - I was responsible for the programme management for the development of the AT&T WorldNet™ Internet service with a minimal £1M investment budget. I was also responsible for the programme management, project management and the Internet related elements of the successful $200M global outsourcing solution for BOC. This project was a joint venture between AT&T Solutions and Cable & Wireless. I was also responsible for development and implementation of Internet services that were taken from inception, design, financial approval, programme management etc, and included both UK and European Managed Firewall Services.
PHD Group Ltd (Formerly Comms Associates)Managing Director / Principal Consultant (Jul 1987 - Feb 1997)Having expanded the Comms Associates Ltd Company into PHD Group Ltd, I was responsible for all aspects of the organisation including sales, marketing, quality, bid reviews, scheduling consultants etc. I also undertook interim projects directly with clients.One of my main areas covered scoping, designing and preparation of bid documentation for the strategic utilisation of both Internet and Intranet and also digital voice and data technology projects for a number of blue chip companies. This included the various security policies, the associated procedures, the introduction and implementation of firewall systems. I left the company to join AT&T after attending an interview for a project and I was made an offer to join the Executive management team. A number of the companies for whom I undertook consultancy projects on behalf of PHD Group are listed below.
¨ Many security analyses reports. (May 1996 - Feb 1997) : I was responsible for the analysis and recommendations for the development of security standards and policies for a number of organisations. Due to client confidentiality I am unable to provide further details.
¨ Open University - Information Systems Consultant (Apr 1996 - May 1996) : I was responsible for the analysis and rectification of the most extensive dial-up network in the UK other than Internet Service Providers. The network was based on high-speed dial-in modems being routed through a digital voice communications infrastructure to central services.
¨ Foreign & Commonwealth Office - Information Systems Consultant (Mar 1995 - Apr 1996) : I was responsible for the development and delivery of a feasibility study analysing the potential of implementing an integrated UK voice and data network to serve the FCO as part of the IS Strategy. The project was undertaken using both PRINCE and SSADM methodologies. Following the successful start of the UK project, I was requested to develop a similar feasibility study for the international posts. I up-sold the benefits of undertaking the two studies and increased the revenue generated from £70k to £250k.
¨ Defence Research Agency - Voice Communications Consultant (Mar 1995 - Jul 1995) : I was tasked with analysing the vulnerabilities of SPC PBX systems and ensuring relevant mechanisms were developed to counter any such threat.
¨ NHS National Networking Project - IS Consultant (Apr 1994 - Mar 1995) : I was tasked with ensuring 15 NHS Trusts sites within the West Midlands were making the most efficient use of their current IT/IS systems. This culminated in annual cost savings of £264,000. The efficiency strategies included integrated voice and data services.
¨ Welsh Office (Education Department) - Project Manager (Dec 1993 - Apr 1994) : I was responsible for the development of a Project Board (PRINCE) and management team to implement a Local Area Network of 70 users and prepare an Operational Requirement document for the development of 9 database systems. This included evaluation of current LAN technologies, Office Automation and E-mail packages.
¨ Ministry of Defence - Market Testing Consultant (Nov 1993 - Dec 1993) : I was responsible for producing a Market Testing analysis of the current structure for the data communications section (DLogIS) for the MoD.
¨ PhoneLink PLC - Project Manager (Sep 1993 - Nov 1993) : I was totally responsible for the development and approval of a very high speed PC based, Taiwanese designed modem to be used with a new directory software system.
¨ British Gas HQ - Senior Project Engineer (Sep 1992 - Sep 1993) : I was responsible for the design strategy of a £32m integrated communications network enhancement project which was based on the PRINCE project management methodology. I was also responsible for a number of management projects including strategy reports on the expansion of the department as a telecoms company, total communications for a Gas fired power station, the specification for the refurbishment of a microwave site including 31 dishes and a corporate directory enquiry system with a 6 week payback.
¨ Nuclear Electric PLC - Network Design & Project Manager (Sep 1990 - Sep 1992) : I was employed as a Network Consultant, totally responsible for the design and development for a 15000 user, integrated voice and data, 35 systems network. From December 1990 my brief was extended to provide project management during the upgrades of 12 power station systems PAX and 8 PBXs, including the deployment of resilient microwave and digital links. Project value of £3M.
¨ Sharelink Ltd - Communications Manager (May 1990 - Sep 1990) : Responsible to both Operations and Technical Directors for the total communications requirements of voice, data, PC’s and all other peripheral equipment. I was also involved with the interviewing of additional technical staff for voice, data and PC vacancies.· Structured Cabling Specification & Project Management - I was responsible for the design, tender and evaluation documents of a £126,000 structured cabling system that was based on AT&T PDS to be implemented in a new building. Part of the system would be sub let to TSB and therefore their requirements were satisfied.· New Building Communications Requirements - All the required communications needs both of Sharelink and TSB were my total responsibility for the move to a new building.
¨ British Gas Southern - Strategy Consultant (Feb 1990 - May 1990) : Whilst working for British Gas as a Strategy Consultant, I was totally responsible for the following projects :-· Strategy Report - A financial strategy and feasibility report on the modernisation of telephony systems for 35 sites which recommended a Regional digital network and was subsequently implemented during the next 18 months. This project also culminated in the preparation of two versions of PBX tender documents and additional structured cabling tenders. Project value of £1M.
¨ GEC Plessey Telecommunications - Voice Consultant (Jul 1989 - Feb 1990) : I was totally responsible for originating complete new software release system test manuals.I designed two database systems to enhance the functional efficiency of the department I was working for; one for fault help information; the second to monitor £1.75m stock control.
¨ Octagon Telecommunications Services - Consultant (May 1989 - Jul 1989) : Author of on-line help and user manuals for a proprietary Asset Manager database. The Octagon Asset Manager was an Oracle version 5 based 4GL system.
¨ Telecomms Consultancy Services Ltd - (Jan 1989 - Apr 1989) : I was contracted as a Marketing Consultant to develop the business. The main objective was to expand the company that involved arranging meetings with clients, from Telecomms Managers to IT Directors and interviewing potential consultants. I produced a database to track all information received. I met with 80% of all cold-called prospects.
¨ Racal Data Networks Ltd - Government Data Network (Jul 1988 - Dec 1988) : As a Network Management Consultant, my responsibilities included the design, construction and staging of a CMS300 network management system for the Government Data Network. I was also responsible for conducting presentations, demonstrations and tests for the CCTA who were acting on behalf of the Government. Author of operating procedures for, and training of, help desk/ operations staff in the use of CMS and the NCL programs I had written.
¨ BP Chemicals Data Networks - International Network Management - (Oct 1987 - Jul 1988) : Central to the installation of an international analogue data network using a CMS300 network management system. Co-ordinating the installation of all Racal equipment during the dial backup implementation. I was responsible for producing NCL programs to exploit the full NMS capabilities to ensure automated dial backup and down grading the speed of the Omnimode modems at both ends of the link. Author of the operating procedures for a third party maintenance of the Network (Scicon). Setting up of a hard copy and floppy disk based library systems for the network.
¨ Telcom Associates - Consultant - (Sep 1987 - Oct 1987) : Compilation of an equipment study for Avis Car Rental to assess their telecommunication requirements and another to assess a Mercury Smart Box installation for the University of Liverpool to ensure efficient use of their PABX telephone lines.
¨ Barclays De Zoete Wedd - (Aug 1987 - Sep 1987) : Evaluation of new Call-Logging software, author of operating procedures and training of the Voice analysts before the Call-Logger was accepted.
EAGLE STAR INSURANCE Telecommunications Analyst (Oct 1986 - Aug 1987)Project managed an average of 15 individual projects, some of which are listed below. ¨ The design concept, specification and project management of an Internal Cable Distribution for a £40M computer centre. The innovative design took 4 months, cost £120,000 and was accepted as a company standard and implemented in all sites (130) during the total refurbishment programme. ¨ Writing of specifications and evaluation of tenders for the provision of a Network Management System, 2 x PBXs and a Remote Maintenance System to be used on all sites. Value of £0.5M.¨ Providing consultancy and expertise within the Company on the implementation of innovative data communications services.
INTERNATIONAL COMPUTERS LIMITED Technical Support & Project Manager (Feb 1984 -Oct 1986)¨ Technical Support Manager / Project Manager (Jan 1985 - Oct 1986) : Author of the BSI approved technical support and maintenance procedures after the merger of STC and ICL. Responsible for 20 commissioning and support engineers including their management, training, expense accounts and overtime. Liaison with Clients, sub-contractors, BT and engineers to ensure a smooth installation was accomplished. ¨ Project Manager : Project managed the largest DNX/SX2000 private network in the UK for Eagle Star. Collating customer data and ensuring the full utilisation of the SX2000 software to provide a functional network. Value of £2.5M.¨ Senior Commissioning Engineer / Product Consultant (1984 - 1985) : Writing customer data to utilise the software facilities and capabilities of the DNX2000 to provide a functional network. Manage, train and support new engineers in the field. ¨ Commissioning Engineer (Feb 1984 - Jun 1984) : Installation and commissioning of DNX/SX2000 including the main part of the largest private DNX/SX2000 network in the world (Eagle Star). Installed and commissioned the largest DNX/SX2000 PABX in Britain (Manchester City Council).
G.E.C TELECOMMUNICATIONS Assistant Commissioning Engineer (Jul 1980 - Feb 1984)¨ Assistant Commissioning Engineer (Jul 1983 - Feb 1984) : Testing various parts of a 20,000 line TXE4 main exchange, supervision of wiremen whilst running cables and testing circuit boards. Writing wiring diagrams for wiremen so that they may carry out their tasks.¨ Trainee Test Engineer (Jul 1980 - Jul 1983) : Attended college in Kingston to obtain the relevant qualifications and experience to become a commissioning engineer for GEC Telecoms. During the college holiday period, I was on site learning the basics of installation and commissioning of all types of analogue main exchanges. Learning to run cables, erect overhead ironwork, racks, wire main distribution frames and order spares.



Education

Academic Qualifications:
Qualification Subjects Institution Date
C.S.E French Economics Caldicot Comprehensive 1979
‘O’ Levels MathematicsPhysicsGeographyDesign Craft + Technology Caldicot Comprehensive 1979
First Year ‘A’ Levels: MathematicsPhysicsDesign Craft + Technology Caldicot Comprehensive 1980
OND Electronics / telecomms Kingston College of Further Education 1982
HND Electronics / telecomms Kingston College of Further Education 1983
MSc (IT) Managing IT SystemsThesis: Strategic Use of The Internet University of Salford (ITI) 1997
MBA Masters in Business AdministrationThesis: Intranets - The Panacea To Chaotic Information Flows University of Wales Cardiff 2000

Institutions
Acronym of Institution Current Grade Membership No
TMA Full Member
BT Consultants Service Consultant R0823
MENSA Member 52742




Languages

Language Skills
Language German French
Proficiency Good Social Basic Social

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