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Highly experienced SAP Programme Director

Work Experience

January 2004 to date. Ministry of Defence
Programme Director.
Rescue Programme. Infrastructure and Document Management System.

Business: Within a secure environment I was appointed by the Mod to oversee to planning and restructuring to rescue this high profile multi million pound contract, the programme was 2 years overdue and 150% overspent. Account value: In excess of £40 Million. Role: Report to Director General. On arrival the service had no coherent plan ,no view of any delivery position and no clear reporting structures. I have worked with the in house and various contracted companies to restructuring the programme and building a cohesive plan and team to implement that solution during 2004.
This position is covered by the official secrets acts more detail can be given at interview.
Key Achievements:
• Developed a workable plan and resource profile to deliver the initial phases.
• Reinstated the Prince 2 and OCG review processes.
• Changed team managers and worked with new Programme delivery manager to ensure we have a robust plan and reporting structure.
• Built cross functional teams to deliver the key elements of the plan to time and budget
• Planned and resources the future phases of the programme to allow the programme to deliver
• Developed a change management plan that the service can implement and use to track progress and team development.
• Implemented a structured financial and programme reporting systems

April 2002 TO Dec 2003 (Plan) Transport for London (TfL)
Programme Director. Business Improvement Programme.
Business: Multi Mode Transport. TfL includes London Buses, Trams, Underground, Taxis, River and Coach transport. The business has 15 000 direct and 7 000 indirect employees Account responsibility: BIP budget £50Million, Role: Report to Commissioner & CIO. The remit was to select the successful Partner, agree contracts and deliver SAP across the entire back office using best practice solutions and Business processes. This had to be delivered along with a major change management programme to fundamentally change the business.
Key Achievements:
• Delivering Finance, Contracts and HR across the entire business in 4 phases all on time, within budget and to full scope.
• Delivered a major change programme including reporting, management structures and divisional structures.
• Implemented leading edge BW, SEM all linked into IXOS archiving solution
• The programme had 240 employees and contractors at its height and has used leading edge SAP4.7 Enterprise solutions throughout.
• The HR rollout is the broadest rollout of SAP 4.7 anywhere in the world.
• Implemented SAP CCC, support and training structures to enable the business to exploit SAP going forward.
• Agreed Bottom up Business benefits of £260 Million over 10 years and delivered 200% of year 1 benefits.

March 2001 to April 2002 Campbells SoupCompany
Netherlands IT & Integration Director.
Business: Global Food manufacturer. Key Brands OXO Cup A soup, OXO. No5 Global Food business. Account responsibility: 50 million Euros.
Role: Report to CEO. The remit was to integrate the businesses being acquired from Unilever into the Campbell’s world in a seamless fashion. There was also a need to build new teams across the finance, HR, IT functions and create a head office in the Netherlands.
Key Achievements:
• The transfer of the Bachelors, OXO business across Europe into Campbell’s within time and under budget.
• Development of a head office and the transfer of key skills with the new business
• Supported the European business process redesign and implementation.
• Business profitability achieved within 3 months of transfer.
• Developed several key systems for the Netherlands that are being adopted across Europe.
• Developed a European applications and help groups to allow Campbell’s to manage and develop ERP systems in line with Business Requirements.
• Transferred and linked all ERP systems including SAP, Oracle, MFG-Pro, Peoplesoft.
• Managed the move and creation of the data centre including servers and cabling

July 2000 to Jan 2001. Airtours UK .
UK Leisure Group IT Director.
Business: Major provider of package and specialist holidays across the globe. Turnover. £2.2 Billion. Account responsibility. Circa £30 Million /Annum
Role: Direct report to CEO. The remit was to bring 18 autonomous businesses and 9 reservation systems into a cohesive unit with 2 reservation systems, whilst linking the e-Business to the traditional businesses. This had to be achieved with the businesses owning the solution.
Key Achievements:
• Started to change the ethos of the business unit led. To a UK led group using the methodology of centralise to standardise and devolve with experience.
• Wide area network solution agreed and being implemented from Dec 2000 saving the group 11.5 million per annum and delivering a communication protocol across the UK.
• Working with Sun, Compaq & Microsoft on UK software deals and hardware requirements
• The 12 specialist holiday groups have all bought into a move from 5 reservation systems to 1 saving circa 1.5 million in year 1 growing to 6 million by year 3
• Managed the migration of several data centre to a new centralised data centre and led DR planning.

1990 to 2000. Nestlé UK.
Divisional MIS Manager: (1998) In control of Business & Manufacturing Systems
Business: Food & Beverage. Key Brands C&B, Gales, Sunpat, Coffemate
Turnover. £600 million. Account Responsibility. £9 million per annum. Staff: 35. (7 Direct)
Role: Direct report to board via directors of production & finance. IS strategy consultant to business function at board level. Responsible for IS strategy and investment supporting the business.
Functions Covered: Sales/ Marketing/ Supply Chain/ Finance/ Manufacturing/ Technical/ HR/ Franchise operations Co Pack/ Manufacturing/ Procurement/Trade promotions.
Key Achievements:
• Established & chaired Divisional Business Process Steering group with divisional directors.
• Led cross functional European team to develop 6 hour pan European chilled replenishment system
• Led the change agency within the division, including systems design.
• Managed 3rd party distribution for the Division and led BPR across our 3rd party sites

SAP Master Data team Manager. (1996)
Role: To build a team and systems to rationalise the Master data within Nestlé and provide the tools and framework for ongoing management of Master Data. This role also included the development of Sap applications and a structured methodology to bring developments and enhancements on line

.Nestle USA. (1995)
• Seconded to US business as a consultant and moved the US to lowest cost non European producer
Introduced European quality and testing procedures and instigated consignment stocking

Nescafe Factory Operations Manager.(1994)
Turnover: £100million. Account responsibility: £20million. Staff: 150 (15 Direct.)
Role: Direct Report to European Coffee Business unit Director. Responsibility for site profitability.
Key achievements:
• Led total factory reorganisation removing 5 layers of supervision, reduced site personnel by over 25%, increased output by 15% and added in excess of 7million to the profitability.
• Jointly led European benchmarking during which the site moved from 4th in Europe to 1st.

Nescafe Shift Production Manager. (1992)
Turnover £250Million Account Responsibility £2Million. Staff: 50 (7 Direct)
Role: Report to Site Manager. Responsible for shift operation & site management outside normal hours
Key achievements:
• Developed cross-functional Engineering & Production team to provide proactive shift management
• Facilitated a shop floor cross-functional group to analyse and solve shift issues. This gave many benefits e.g. reduced coffee dryer washes by 60% and eliminated start up waste.

Friskies Petcare Shift Operations Manager. (1990)
Business: Wet & Dry pet-food Manufacturer. Turnover £40Million. Staff: 25 direct.
Role: Report to Factory Manger. Responsible for all site shift Operations.

1984 to 1990. Dairies.
Owner & M.D. Business: Dairy processing. Wholesale. Retail & produce sales.
Role: Took over the Family dairy business to rebuild a successful dairy business, achieved by delivering top quality products and service to our customers and consumers. Staff: 9 – 27 over time.
Key Achievements:
• Achieved in excess of 100% business growth and 25% profitability growth pro rata by aggressive marketing, sales, acquisition, divestments and good manufacturing practice.
• Understood the market forces during the late 1980’s and started to divest the company.

1976 to 1984 British Steel
Melting Shop Ops Manager: Shift Engineer & Production supervisor: Management Trainee:

Education

1990- 1992. MBA. Sheffield University. (Majored in Operations & Change Management)
1982-1985 BA Hon’s 2:1 Business Studies. (SCP) Sheffield City Polytechnic
1980-1982 BSC. 2:1 Process Eng. British Steel & SCP
1977-1981 HNC Business Studies & HNC Mechanical Engineering.
1974-1976 4 ‘A’ Levels: 8 ‘O’ levels: Inc: - Maths, English, Physics.

Skills

Skills Expericed at Senior Director / MD level.
Extensive recritement skills
led major downsizing company reorganisation projectsfor Blue chip companies
Skilled in Business Audits across FMCG and IT operations
Project Director skills
Esperienced with Unionised structures and HR procedures
Experieced in HSE,HACCP? COSHH reviews
Business Integrtaion / Transfer/ Mergers/ Acquisions & Divestments. I have run several business acquision and Divestment projects including relocation of sites staff and equipment
Business Skills in SAP PP, SAP PPPI, SAP WM, SAP IM, SAP CRM, SAP BW & SAP Integration
Oracle CRM,
MFG/PRO transfer and integration.
Worked with Novell,TCPIP, Lotus notes, Microsoft, Microsoft Back Office,etc

Languages

English and Dutch

Other

Commercially aware and pragmatic Manager with both business and technical skills, in recent years Ian has acted as Business strategy consultant to the main board, while developing solutions to solve real internal and external customer problems. Ian has also led and developed several major programmes with Public and Private sectors, these have covered IS and Manufacturing arenas and have all shared a major change programme as a significant part of the programme.
• Programme Director of Major SAP and BPR implementation for Transport for London.
• IT director with a major leisure business and previously with Nestlé a blue chip multi national
• MD of a dairy business
• Led major restructuring projects and company divestments within an SAP environment.
• Hands on Management skills in Engineering, Production, Projects, IT & IS.
• Wide skills in running & managing major projects within Engineering & SAP environments.
• Managing complex Manufacturing organisations for Nestlé & Nescafe.
• Developed and implemented leading edge control & integration systems across Europe using web, Microsoft DNA, Scanning & direct real time SAP linkages.
• IT & Business Management of 4 major business acquisitions, mergers and divestments
• Ran a rescue programme for a major project within a secure environment
• Full DV clearance
• Prince 2 and ITIL skills are among a range of project and process practices Ian has skills in.

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