Interim CIO @ St Mary's University, Twickenham, London
Chairman @ DHO Racing
Interim IT Transformation Director @ Department for Education
Chartered Engineer @
An experienced Interim CIO / CTO, IT Director and Transformation Director with extensive leadership skills gained in Financial Services, Central Government and other UK and international business sectors. Tom is an innovative executive leader, expert in managing board level relationships and fostering effective communication between executive, management, clients, suppliers, change leaders and other stakeholders. Adept at developing
An experienced Interim CIO / CTO, IT Director and Transformation Director with extensive leadership skills gained in Financial Services, Central Government and other UK and international business sectors. Tom is an innovative executive leader, expert in managing board level relationships and fostering effective communication between executive, management, clients, suppliers, change leaders and other stakeholders. Adept at developing and mobilising strategy, devising and leading major business transformations, and directing operating model development in FTSE 100 and public sector organisations and leading subsequent implementation. A polished business leader with exceptional IT leadership, executive management and governance, expertise, with proven experience in start-ups, integrations, carve-outs and transformations. A pragmatic and commercially astute negotiator, naturally articulate and persuasive with exceptional influencing skills.
CIO & IT Direction
Transformation, operating model design and delivery
Global / International / UK
Energy / Utilities
Business & function performance improvement and cost reduction.
Interim CIO @ Delighted to have been invited to join St Mary's, a distinguished and excellent distinguished university with a very modern outlook. Immediately impressed and enchanted by St Mary's strong and welcoming community and the clear commitment to the highest standards in teaching and the vibrant research culture and environment.
My primary purpose will be lead and direct development of the best ‘Use of Technology’ strategy as a key element in St Mary's exciting Corporate Plan. From May 2015 to Present (8 months) Twickenham, United KingdomChairman @ Thrilled to have been elected Chairman of the best British organisation for development of Britain's world-class alpine ski racers. This brilliant "not for profit" organisation provides top-quality training and competition support for young British Alpine Ski racers.
- Development of the operating board to match the organisation's needs and objectives.
- Transformation from historic operating model to an effective and efficient world-class athlete development organisation.
- Formalisation of merchandise, membership, marketing and PR to radically improve membership and thus cost and performance.
- Development and embedding of clear athlete development pathways that align to the latest national and international sports science, methods and philosophy.
- Thrilling outcomes for our young British alpine ski-racing athletes. From August 2013 to Present (2 years 5 months) Interim IT Transformation Director @ Selected to lead transformation of the DfE’s CIO Group and multiple IS/IT organisations. Remit included:
• Directed development of the DfE Vision for IT, the IT and business engagement operating model, the corporate transformation plan and the business case for change.
• Development and approval of the transformation business case (reduce risk, improved capability and £25m saved over 5 years).
Selected to design and lead the establishment of the DfE’s IT Strategy & Architecture function:
• Defined DfE’s IT Strategy, consistent with UK Government digital strategy.
• Designed DfE’s IT Strategy & Architecture function and full operating model.
• Directed development of reference architectures, road-maps and investment plans for all strata of the IT estate.
• Established and chaired the DfE’s corporate Technical Design Authority. From February 2014 to February 2015 (1 year 1 month) London, United KingdomInterim CIO & CTO - Retail & Corporate Banking @ Delighted to have led and stabilised the IS/IT for this excellent organisation during a period of unprecedented challenge and transformation.
Key objectives delivered included: strengthened CIO engagement, stabilised cost and delivery of the change portfolio, stabilised service performance, reduced operating cost, first time strategy for multi-channel digital delivery, leadership and direction during organisation transformation and optimisation.
Responsible for all IS/IT services and the entire change portfolio for the Retail and Business banking businesses of this multi-billion group.
• Engaged with the FSA (later PRA and FCA) and FSCS to improve regulatory confidence and compliance.
• Developed digital transformation strategy to enable simplification of customer layer (app of apps / adaptive secure solutions), convergence of data and technology, acceleration of change and cost reduction.
• Developed and led recovery of the bank’s Branch Infrastructure program..
• Established the CIO / Head of IT function at key corporate governance committees (investment, risk, etc).
• Rationalised change investment governance and management to ensure higher return on investment.
• Led and directed recovery a number of regulatory controls and to address breaches.
• Led the strategy, architecture and agile methodology for transformation to multi-platform digital banking. From December 2012 to August 2013 (9 months) Manchester, United KingdomInterim Group CIO & CTO @ Pre & post-merger international business. TMF Group was formed in 2011 by merger of the global businesses of Equity Trust and TMF BV, creating a worldwide organisation with more than 400 operating companies in 125 offices in 75 countries and providing a range of services to corporate and private clients.
Integrated and optimised the IT organisations at all levels and across all functions.
Engendered “customer” and “can do” culture and effective governance of run and change.
Established multi-country information management regulatory compliance in conjunction with legal and business regulatory functions.
Reduced global IT operating costs by 30% with follow-up value programme to achieve a further 20% saving by end of Q1/2013.
Established the Group CIO role as a recognised member of the Group ExCo.
Set global IT strategy, established global architecture model and sponsored the Global Infrastructure programme.
Set and agreed shared services principles with ExCo colleagues working across a group.
Integrated the global email, intranet and extranet services to provide common identity for the merged business.
Negotiated improved global arrangements with Microsoft and offshore collaboration and service arrangements for software development and support, global business change and project management.
Introduced project, programme and portfolio management and corporate governance.
Established; Global Technical design Authority and Operational Change Board.
Implemented effective Risk Management. From June 2011 to April 2012 (11 months) Interim CIO & CTO @ £100m pa business start-up. Brilliant business team creating the leading businessfor Welfare To Work across the UK.
From greenfield to fully operating business. Delivery included: IT Strategy, IS/IT Architecture, Infrastructure and applications procurement, commissioning, testing strategy, test execution, systems and services data sourcing and load, operational commissiioning, supplier negotiation and contracting, security testing and accreditation, information policies and controls, interfaces with public sector systems, premises selection - refurbishment and security, manpower planning, recruitment, selection and training. From February 2011 to June 2011 (5 months) London, United KingdomInterim IT Director and CTO @ Organisation transformation - revised org structure, defined roles & performance, defined functional responsibilities and key processes.
Supplier rationalisation & performance improvement.
Introduced enterprise architecture concepts.
Operating and change cost reduction.
Directed and developed corporate IS and IT Security capability.
Sponsored ISO27001 acccreditation programme.
Set up the "C-level" Corporate Security Forum and Corporate Change Board.
Actively engaged external audit and regulatory compliance.
Implemented effective risk management.
Major upgrade of enterprise SAP implementation.
Delivered business-critical enterprise workflow programme. From March 2010 to January 2011 (11 months) Interim CIO @ UK Hydrographics Office (UKHO) - Main Board CIO
Revised the operating model for the CIO function including: organisation structure, roles, processes, functional resonsibilities, service levels, supplier management.
Delivered IT Organisation Capability & Performance Transformation
Directed and delivered the corporate IS/IT Strategy
Led significant Strategic Risk Reduction
Implementation of: major SAP upgrade, IS and IT Risk Management, improved security operations, Information Management, ISO27001. From May 2009 to January 2010 (9 months) Interim IT Director @ Directing, leading and transforming the IT organisation of the Home Office. Responsible for reducing £400m+ to £200+m BAU P&L, c£40m IT change portfolio, plus IT exec member on Boards for £4bn of major programmes.
Reduced Cost - Improved Service - Increased Change Performance - Increased Management Capability - Improved Financial Management - Improved People Management . . . . . . .
Established comprehensive Risk Management.
Directed IS/IT Information Security and cyber defence. From September 2006 to December 2008 (2 years 4 months) Head of Strategic Programmes, Head of IT Architecture, Head of Project Services @ Established the business case, standards, processes, roles and deliverables of the IS/IT Architecture & Strategy function.
Direction of the set-up of the Group Texhnology IT Governance & Architecture function.
Direction of Strategic Programmes
Direction of Project & Programme Management
Creation of corporate Programme Office.
Delivery: Major mainframe consolidation (including retail data centre failover and availability improvement), major mid-range consolidation, standards, templates and processes for: infrastructure architecture models, applications architecture models, infrastructure and applications road maps. Sponsored introduction of TOGAF. From 2005 to 2006 (1 year) Change Governance Manager @ Governance Oversight of regulatory compliance programmes including: Basle II, KYC, ESD, Uk and international aquisitions and integrations and Private Clients international expansion programme.
Development of effective corporate governance and risk management. From January 2004 to August 2005 (1 year 8 months) Programme Director @ Drected recovery and renegotiated contract and commercials of major BPO contract with offshore and offshore-onshore services. From 2004 to 2005 (1 year) Executive Performance Coach @ Coached the IT Director in; organisational design & management, financial management, portfolio management, IS strategy, IT strategy, programme & project governance and direction and business case preparation. From February 2003 to December 2003 (11 months) Head of Project & Programme Management – IT Services @ Direction of c180 IT infrastrucure and services programmes and projects for the integration of Nat West Bank into RBS.
Data centre, mainframe, mid-range & desktop migrations.
Implementation of effective portfolio management, structure programme management and standardised project management.
Delivery included; new datacentres, scaled platforms for retail banking, multiple major offfice moves and decommissioning, new infrastructure and systems for cards proicessing, re-routed and upscaled CHAPS and BACS processing infrastructure. From September 2001 to December 2002 (1 year 4 months) Programme Director @ Established the law, process and information systems basis for company registration in the Russian Federation. From July 1999 to April 2000 (10 months) Programme Director @ Directed development, provided subject matter expertise, thought and intellectual leadership and and authored the content of the landmark publication, Managing Successful Programmes (MSP).
MSP immediately became the standard for examination and certification of Programme Manageres in the UK and is recognised internationally. From 1998 to 1999 (1 year) Global Implementation Manager @ Planning, organising and initiating the global implementation of SAP FI/CO with multiple country GAPs, central transaction-level aggregation, data warehouse and OLAP capability. From 1997 to 1998 (1 year) IT Director - Domestic Gas Start-up @ As the IT Director and ExCo member, set IS and IT strategies, defined, secured and managed the entire IS and IT budget, defined and established the IS and IT organisation, directed and led procurement of systems and services, establishing a fully functioning business with more than 300,000 customers in less than 3 months.
Designed and implemented the IS / IT Operating Model (including Organisation, Processs, Information Management, Risk Management, Security, Customer Services, SLAs and suppplier management).
Delivery included: Customer Management, Billing, Management Information / Decision-Support, Regulatory Reporting. From 1997 to 1998 (1 year) United KingdomInternational Project Director @ Directed the global programme to accelerate post-cl;inical trials approvals, including business process improvement, organisation design and IS and IT solutions improvements.
Coached and trained the top programme and project managers in improved project management methods. From 1993 to 1993 (less than a year) Programme Director @ Directed production of IS Stratetgy and IT Strategy.
Directed and led determination of IS.IT organisation design and sourcing strategy,
Directed the successful outsourcing programme for the entire management services functions of this government department. From 1992 to 1993 (1 year) Programme Director @ Successfully recovered the then largest commercial database programme in the world managing c£2bn of television licensing revenues and providing the funding for the BBC.
Restructured the programme organisation, implemented effective financial, programme and project management, and applications development methods and standards. Renegotiated multiple supplier agreements to provide appropriate value. From 1990 to 1991 (1 year)
Royal Liberty GramarChartered Engineer @ Tom Saunders Tom Saunders is skilled in: CIO, CTO, COO, Shared Services, Public Sector, Public Speaking, ITIL, IT Strategy, Information Management, Stakeholder Management, Supplier Management, Financial Management, Portfolio Management, Program Management, People Management