Acting Head Of Change
Acting Head Of Change at Circle Housing
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Acting Head Of Change
A strategically focused Business Transformation expert, with over 14 years of experience in various roles throughout public sector bodies and large private sector companies. A high performance change professional with leadership in culture led change management, and expertise in delivering and implementing solutions and programmes that realise tangible benefits.
A confident and articulate communicator, self-motivated, well organised and ambitious. Has the proven ability to build effective relationships across diverse stakeholder groups, in high-pressure, results orientated environments.
An individual with a hands-on approach to building and maintaining key business partnerships. A well-established track record of leading departments & functions in the delivery of wholescale transformation change programmes, Information Systems Projects and Business Improvement Solutions.
6 years Permanent/Consultant Change and Programme Management Experience.
1 ½ years Technology led Business Improvement/Change Management Experience.
7 years Technical IT Experience.
Leading functional teams in excess of 20 people.
Man-management of project teams in excess of 15 people.
Budget management in excess of £1m.
Combination of public, private & not-for-profit experience operating at senior levels.
Combination of consultant & permanent experience operating at senior levels.
Extensive supplier procurement & management experience.
Interacts regularly with CxO and Board.
Leading Business Change - Leading functions that deliver operationally on strategic priorities.
Senior Project and Programme Management - Utilising PRINCE2 & MSP methodologies.
Project/Programme Turnaround - Recovery specialist.
Providing senior programme and business change leadership consultancy to a variety of sectors.
Consulted for one of the country’s largest G15 Housing Associations – Successfully secured 4 concurrent contract extensions.
Promoted within contract to the position of Programme lead delivering Technology, People and Process work streams into a £1.6 billion pound, sector leading transformation. This Programme of change, the biggest in the sectors history, aim's to deliver £100 million pounds worth of savings to Circle's customers over ten years.
Working within the Business Change function managing a large matrix team of Project Managers, Business Analysts, Relationship Managers, Trainers and Technical staff - Tom’s team is delivering some of the most challenging, complex and high profile projects on Circle’s Portfolio.
The R&M Programme was shortlisted in the HR Excellence Awards 2013 as a finalist in the category of – “Most Successful Change Management Programme”
•Defined programme milestones and deliverables in line with portfolio level strategic objectives.
•Managed programme interdependencies to identify risks, issues and exploit opportunities.
•Collaborated at central and regional board level to understand stakeholder needs and aspirations.
•Worked within defined PMO governance structure to control change and maintain programme integrity.
•Mentored junior team members and encouraged an atmosphere of knowledge sharing across roles.
Worked with well-known external contractors to deliver technology enabled change on £220 million pounds worth of responsive and cyclical maintenance contracts, as part the companies sector leading 1.6 billion Pound R&M transformation Programme. The project has enabled operational teams to deliver a sector leading service standard to their customers, improving services to over 16,000 homes across two of Circle's most prominent Registered Providers.
•Successful project delivery with no outstanding Issues - on Time, on Specification and on Budget.
•Imbedded change through training of process, roles and operational scenarios – Benefits delivered through people.
•Delivered technology work packages as specified from source Business Case – Benefits delivered through technology, underpinning robust process.
•Managed two Business Analysts tasked with mapping and improving Circle Operational Processes – Benefits delivered though rolling out “Circle Standard” single process stack Group wide.
•Major contract dispute resolution with third parties – Working in tandem with Circle’s legal representatives.
Internal promotion designed to bring my operational and Business Improvement knowledge back into IT once again. My role was centred on delivering business focussed results, through improvement of the technology platform.
Working primarily on an IBM Maximo performance project for an AIM listed company as the Senior IT Technical Project Manager. The project has achieved a significant overall performance improvement which constituted in managing a team of Maximo developers, integration experts, SQL DBAs and consultancy partners; IBM GBS and Vetasi.
Implemented Maximo enhancements and introduced performance monitoring within WebSphere and Reflective StressTester®. Gained in depth knowledge of the company’s service orientated architecture (SOA), that has lead to an architectural re-design surrounding the EAI (WebMethods), that achieved vast efficiencies in integration performance and error handling.
Additional project included working closely with a key highways client, outsourced to SaaS the street works solution; Symology’s Insight product that included GIS capability. This enabled the client to be able to safely host the London 2012 Olympic Games.
•600% performance improvement gained on EAM (IBM Maximo), system.
•50% performance improvement gained on MSSQL server.
•50% performance improvement gained on main file server.
•Introduced real time monitoring and capacity/release management tools to the business.
•Demonstrated through accurate, operational based measurements the system improvements gained through the project to the EMT.
•On budget and on plan delivery of Insight Streetworks SaaS outsourcing project.
•On budget and ahead of plan delivery of high profile London 2012 Olympic Games GIS project.
Promotion out to our Highways Sector. Responsible for the delivery of Business Improvement programs, Transformation projects and Information Systems to May Gurney’s flagship Highways contracts.
•Responsible for the definition of Highways sector KPI’s with the Sector Senior Management Team. Delivering success in KPI’s through Surrey and East Sussex Highways contracts to the sum of £100k improvement per annum.
•Daily Reviews implemented in both East Sussex and Surrey contracts. Identified savings in East Sussex and Surrey of £500k per annum, utilising improved scheduling through data collection and evidence analysis.
•Undertook full end to end current and future state process mapping analysis on East Sussex Highways contract, taking one particular process review down from 12 working weeks to 6 working days. The resulted in a far more effective and efficient working process.
•Key member of implementation steering group for MGConnect technology platform for Highways contracts. Focussing on People, Processes and Technology I facilitated and delivered a mobile solution saving around 1 hour per day for 25 crews.
•Assisted in facilitating a depot re-design utilising Kaizen Blitz technique on the Surrey contract. Delivered 8 additional hour’s productive time per day per crew at the Merrow depot recovering £100k worth of working time per year.
•Responsible for defining and mapping operational Control Hub processes, detecting and analysing improvement opportunities upon those processes. Delivered vital behavioural and process changes to the Control Hub environment.
Responsible for the delivery of business critical projects that support and underpin the aggressive growth strategy of May Gurney. Consistently able to deliver on time and on budget, systems and processes that have transformed how the company operates.
Through this position I became PRINCE2 qualified.
•Responsible for delivering an end to end IS solution for North Yorkshire environmental services contract - system delivery included providing a unique and varied solution over 17 Sites County wide. Project was delivered on time and £100k under budget and included all supporting documentation eg PID, MS Project Gantt, Risk and Issue logs and Highlights reports.
•Delivered MobiControl system into the business resulting in an 88% reduction in deployment time of mobile units to contracts. At least £3,000 in deployment costs and 100 man hours saved per contract when rolling out mobile units.
•Responsible for delivering multiple work packages and products for May Gurney and Torbay County Council JV. Worked within an IS budget of £1m - excellent experience gained of JV culture with local authority.
•Successfully delivered work packages and products for Bridgend County Council waste services contract, enabling Bridgend residents to produce around 25% less waste per year. IS budget £0.5m.
•Liaising at executive level with Board members, IT Director, Head of Delivery, Project Managers, Major Stakeholders and Project Sponsors presenting overview of substantial projects – Chosen specifically because of interpersonal skills, to present to the CET of May Gurney multiple times.
•Utilised acute financial acumen to plan projects, analyse risks, address issues and dependencies. Providing progress reports focusing on system transformation, infrastructure design, applications development and systems integration.
Internal Promotion at May Gurney - Taking a more project centred view on the IS Infrastructure May Gurney relies on currently, and technology we could adopt further down the line.
•Delivered Future Platform refresh project with a total budget of £0.75m. Project provided the base infrastructure for the company’s new SOA platform.
•Worked extensively with senior Project Managers to deliver products on time and spec.
Internal Promotion upon me passing my CCNA qualification.
A member of the I.S Network Infrastructures team. I provided specialist network administration skills in the maintenance, support and development of May Gurney's IT network and server infrastructure. Responsibilities included network configuration, email management, security and backup systems. In addition to this I provided third line technical support to May Gurney's users and IT infrastructure.
Moved from the public sector environment of SCC across the border to a privately owned contract IT service provider in Norwich. Supported multiple Servers and PC's across a range of different businesses through Yewtek.
Supporting SCC's many desktop and laptop users through a range of systems and support requests. Gained NVQ Qualification during the first year of employment through a Modern Apprenticeship scheme. Upon completion of scheme was hired full time into the service desk environment.
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