HiveRank (4760)

Kuldip Sandhu

Executive Member

In a nutshell

Kuldip is a Digital / IT Transformation and Change CIO Leader with over 26+ years of experience

Availability

Fully Available Immediately

Location

Ealing, London, United Kingdom

Skills

business analysis

Business Change Management & Communication

business intelligence

CDO

change management

CIO

customer experience

digital strategy

Enterprise IT Governance

Go to market strategy

Higher Education

innovation

IT Transformation

ITSM

organisation design

organisational transformation

outsourcing

Software Development

Stakeholder Engagement

transformation

Nominated by

user image Paul Featherstone

HM Expert since

Sunday February 25, 2018

About

Senior Technology Leader / CIO & IT Director, enterprising, innovative & commercially-astute, with diverse experience across B2B, B2C, legal, law firm, higher education, technology, consulting and corporate sectors.

Collaborative approach to successful transformational leadership, engaging with business stakeholders at C-level / Board & 3rd parties, delivering ‘fit for purpose’ solutions and digitally-enabled business change.

Digital Specialist conversant in IT trends, in particular, the impact of cloud transformation on business/IT function and development of new cloud business models & capabilities.

Inspiring as a Business Leader, effectively managing teams of 150+ and budgets of £10M+, designs and executes effective project delivery strategies and roadmaps, ensuring business benefits are fully-achieved.

Experience of driving business transformation, change impact assessment, service transition, business process re-engineering, performance improvement and increased productivity

Current role details

As an IT Director and CIO, I have provided strategic leadership, change, programme/project delivery and people management skills to deliver business outcomes. I am an experienced IT leader with over 26+ years working in IT functions across public and private sectors. I have broad and in-depth work experiences developed through working across a diversity set of complex programmes, projects covering the C-suite (CEO, CIO, CDO, CFO & COO and senior board level executives) whilst grounded in the understanding of the risks and issues organisations face on a day-to-day basis and how they can manage Transformation programmes to overcome these.
https://www.innovativequalitysolutions.co.uk/services

Kuldip's STAR Stories

Business aligned Digital / IT Strategy for Durham University (Reveal More OR View Full Page)
Situation

Over an intense 4-month period Kuldip worked very closely with the Chief Operating Officer (COO) and colleagues across Durham University to develop a University wide IT strategy and IT Operating Model. The strategy and operating model was created in a collaborative manner taking in inputs from colleagues across the University including researchers, academics, students, Professional services and staff through workshops, senior executive interviews, and the review of existing documentation.

There were exceptionally tight deadlines for the strategy submission, with the final submissions and presentations to the University Executive Committee (UEC), Senate and Council held over a one-month period whilst iterating and gathering feedback and inputs across the University. The strategy was aligned to the Durham DOES (Durham Operational Excellence & Service) efficiency and transformation programme including the development of an implementation plan to mobilise for the strategic change of IT across the University.

Task

• Provide IT Transformation expert advice and guidance, based upon knowledge of the Higher Education (HE) and IT market, during the development of the IT Strategy

• Develop an IT strategy to ensure that it is correctly positioned to support the University Strategy, the Durham DOES Digital Transformation initiative including implementation plans for execution

• Ensure the input from colleagues and stakeholders were taken into consideration and undertake report writing for the IT Strategy such that there is a common tone, style, format and engagement

• Develop a high level IT Target Operating Model (TOM), including process changes, performance metrics and size and shape that gets the buy in of staff, academics, researchers, and Advanced Research Computing (ARC) across the University

Action
  • What did we do to help in Month 1:
    • Revised strategy document based on gaps identified against the HE sector and IT Market, with common tone and style and set strategy direction appropriate for the University in an international HE market aligned to business imperatives
    • Information Systems steering group stakeholder interviews held to validate current state challenges
  • What did we do to help Month 2:
    • Revised strategy and appendices covering the dimensions of strategy, structure, people, process, data, IT sourcing, governance, systems and infrastructure
    • Developed a set of IT principles for the future IT operating model to define a IT service culture
    • Developed a Terms of reference and stood up the IT transformation steering group
    • Held a number of IT TOM workshops  to develop the future IT capability requirements and get buy in for the right sourcing approach
  • What did we do to help in Month 3:
    • Developed revisions to the IT Strategy document for various stakeholder meetings taking into account the development in the Conceptual IT TOM
    • Revised documents forming the strategy, ensuring consistent style, messages and tone for all governance committees (UEC, Senate & Council)
    • Developed the conceptual IT TOM – a three layered model covering systems or record, differentiation and Innovation including research IT (ARC), Student Systems and underpinning IT services with the right sourcing approach
  • What did we do to help in Month 4:
    • Consultation of  IT Strategy documents including presentation materials for UEC, Senate and Council
    • Fully costed implementation plan for the IT strategy including prioritised IT systems implementation roadmap
    • Structured Investment Framework including 5-year costings
Results

The key project outcomes were:

  1. The Digital/ IT Strategy and operating model was endorsed by Durham University UEC, Senate & Council governance committees which included a IT spend of £22.2M over the next 5 years
  2. The IT Transformation roadmap, with prioritised IT systems list for implementation covering student, staff and research systems was approved for implementation
  3. Model for IT Target Operating was approved with the buy-in of staff, academics and senior IT colleagues including the IS Steering committee and senior executives across IT covering central and federated staff detailing support and sourcing models
  4. The structured Investment Framework was approved for the development of incremental business cases for the future implementation of the IT strategy
  5. The detailed transformational implementation plan developed was aligned to the Durham DOES initiative cover 12 project workstreams (systems, infrastructure, process, people) including risks, assumptions, issues, dependencies, constraints (RAIDC), timelines and reporting mechanism and programme structure

Value was delivered by:

  • Improved business agility and ability to rapidly respond to change and opportunity
  • Increased credibility, confidence and influence across the business
  • Viable, scalable and actionable roadmap to deliver innovation and change
  • Successful, timely delivery of evidence based transformative change
  • Gain access to additional budget through success

Pains relieved included:

  • Inefficient or misaligned operating model and lack of business agility
  • Lack of exec sponsorship and track record
  • Unclear or inefficient internal communications
  • Misaligned goals across business and silos
Digital IT Strategy & Cultural Change for Wakefield District Council (Reveal More OR View Full Page)
Situation

Over an intense 6-month period, as the Interim Head of Technology & Intelligence, Kuldip worked very closely with the Head of Business Change, Head of Communications & Change and colleagues across Wakefield District Council to develop a Council wide ‘Digital Transformation Strategy’ underpinned by a new Technology Strategy and IT Operating Model which needed to dovetail into the existing Digital and Customer strategies for enhancing the customer experience, whilst driving cultural service change in IT, for the delivery of enhanced council services.

Task

The following key transformation and changes services were provided to the council:

• Customer Experience/Digital Transformation – developing the foundations for the Council Digital Transformation and Change Strategy and aligning it with the development of the underpinning Technology Strategy (Digital Infrastructure)
• Day to day management of the Technology Department (80 FTEs, Budget of £8.5M) whilst developing the Technology Strategy including governance structure and Implementation roadmap/plans
• IT Transformation Projects kicked off in first 3 months – Agile Pilot, Cloud Business Case Development, Windows 10/Office 365 Roll Out, CRM Options Appraisal, Chatbot & RPA pilots

Action

The Technology Strategy and IT operating model were created in a collaborative manner taking in inputs from colleagues across the Council including DMTs, CMT, Corporate Service Directors, Technology leadership and staff through workshops, senior executive interviews, and the review of existing documentation. What we did to help was:

  • Identify, agree and prioritise new ideas and opportunities to generate business value through the developed the Technology strategy to ensure that it is correctly positioned to support the Council’s Digital and Customer strategies, aligned to the Customer Experience Board and bought innovation to the forefront
  • Enhancing cross-business collaboration, communication and buy in by ensuring inputs of colleagues and stakeholders were taken into consideration and undertook report writing for the strategy such that there was a common tone and style
  • Improved clarity, accuracy and confidence in documentation or in decision making by using best practices to develop a model for governing IT activity including a Technology Governance Board with terms of reference, process flows and meeting formats
  • Agree and define actions and a feasible roadmap by developing the Technology strategy documentation, presentations to governance committees and internal stakeholder groups to gain buy in and support for the investment profile, including the CFO, and improved clarity, accuracy and confidence in documentation and decision making
Results

The Key Project Outcomes achieved were:

  1. Increased credibility, confidence and influence across the business through the development of the Digital Transformation & Technology Strategy which endorsed by Wakefield Council DMT, CMT & Leaders & Cabinet governance committees for implementation which included an IT investment spend of £10.9M capital and £2.2M revenue increase over the next 2-3 years with potential cost savings (£4-5M) and cost avoidance of £11M
  2. Fostered a human centric, transparent, trustworthy and agile culture through the development of a transparent Technology Transformation roadmap with prioritised projects for implementation aligned to Digital and Customer strategies and change functions
  3. Successful, timely delivery of evidence based transformative change through the creation of detailed transformational implementation roadmap and plan developed with strategic alignment to cover the customer experience and cultural change required across the council
  4. Development of a Technology Governance board for approval of incremental business cases for the future implementation of the Technology strategy
  5. Enabling positive behavioural change and restructuring of the IT function with more satisfied and engaged employees with increased retention and productivity
  6. Ensured business alignment and exec sponsorship with the overall  business strategy and requirements to enhance business agility
IT Transformation at ExCeL Convention Center (Reveal More OR View Full Page)
Situation

There was no IT function at ExCeL, it was fragmented across the business with no technology strategy/vision and a poor reputation across stakeholder groups

Task

Kuldip was engaged and responsible for delivering the IT transformation and digital strategy solutions as detailed below:

1. Develop a data enabled Technology Strategy and Vision for ExCeL
2. Solve complex IT transformation and digital strategy issues, driving seamless delivery and achieving business goals/outcomes
3. Bridge the gap between business and IT, helping business stakeholders to increase agility, satisfaction and financial return from IT
4. Build a IT function covering the dimensions of strategy, structure, process, infrastructure, systems, data and enhance the skills and capabilities across the function
5. Enhance the reputation of IT and digitize the venue using Technology to enable Digital Transformation

Action

Kuldip was responsible for IT leadership, transforming the IT function and spearheading ExCel’s change agenda as detailed below:

  • Key role in centralising a fragmented IT function & devising a multi-year technology and digital transformation strategy
  • Development of an IT Target Operating Model (TOM), closely aligned with business and BI demands
  • Team leadership (20+ FTEs), upskilling and facilitating progression via role redefinition using SFIA models
  • Successful deployment of IT systems & infrastructure, including Microsoft Dynamics Business Central, Workplace & Infrastructure Refresh RFP process
  • Designed numerous ITSM best practice processes based on ITIL, including the 1st ExCeL IT Service Desk
  • Remediated 100+ IT Internal & KPMG Cyber Security Maturity/Penetration Testing findings over 1 year
  • Spearheaded new innovation initiatives, such as Matterport, People Counting, Wayfinding and Digital Signage
  • Delivery of Cloud Assessment & Strategy, road mapping the delivery of 4G GSM System and 5G Trials
  • Introduced a professional IT sales function with value-based pricing, process improvement & web portal
Results

Key achievements and business outcomes include: 

  • Enhanced cross-business collaboration, communication and buy in through the successful, timely delivery of transformative change through the endorsement and implementation of the Technology Strategy enabling positive behavioural change and alignment to the business strategy, goals and objectives
  • Increased resources by 200%, securing Board approval on a £10M budget and overseeing all spending
  • Doubled team size over 18 months during a department restructure, providing clarity and leadership and more satisfied and engaged employees with increased retention and productivity whilst improving access to IT skills, capabilities and expertise
  • Delivered internal collaboration tool ‘Workspace’, enhancing communication & efficiency across teams enhancing internal communications whilst improved clarity, accuracy and confidence in IT and technology adoption
  • Increased credibility, confidence and influence across the business through the leading the ‘Smart Venue’ initiative, developing a multi-year Digital Transformation strategy & roadmap
  • Upgraded ExCeL to Wi-Fi 5, doubling access points & expanding users to 100,000 (a 300% increase) increasing the visitor/customer experience
  • Championed future Wi-Fi 6 upgrade in 2020, increasing speed further and boosting client satisfaction and experience
  • Direct positive impact on internal and external customer satisfaction through the deployment of the first ever IT Service Desk implemented and rolled out across the organisation covering people, process and technology dimensions

Services Kuldip Delivers

Service Icon HiveExec For Innovators Leaders (Reveal More OR View Full Page)
Summary

This service focuses on accelerating success for leaders responsible for Innovation within the enterprise

Service Icon HiveExec for Digital Delivery Leaders (Reveal More OR View Full Page)
Summary

This service focuses on accelerating success for Delivery Focused Leaders

Service Icon The Digital Delivery Accelerator (Reveal More OR View Full Page)
Summary

The Digital Delivery Accelerator is a data-driven approach for diagnosing and capitalising upon systemic and tactical opportunities to improve delivery capabilities; enabling you to more effectively align investment in time and effort to directly improve performance and drive increased value from technology for the business and key stakeholders groups. We utilise a collaborative, structured approach with rapid reflection and challenge across six perspectives of high-performance digital delivery.

Service Icon Understanding Digital Transformation Using Simulation Experiences (Reveal More OR View Full Page)
Summary

Accelerate understanding and adoption of Digital Transformation using compelling simulation experiences that drive rapid adoption and understanding at scale

Service Icon Innovation Accelerator (Reveal More OR View Full Page)
Summary

A data-driven approach for diagnosing and capitalising upon systemic and tactical opportunities to uncover and nurture innovation across the enterprise.

Service Icon Digital Transformation Accelerator (Reveal More OR View Full Page)
Summary

The Digital Transformation Accelerator is a data-driven approach to diagnose your opportunities to improve your digital transformation as well as discovering new areas of positive change. Our expert consultants guide you through a rapid reflection and challenge process across the six perspectives of high performance digital transformation. The outcome will allow you to align your investment in time and effort to directly improve performance and drive increased value from digital transformation.

Industry Experience

Aerospace and Defence

Banking and Capital Markets

Education

Financial Services

Government and Public Services

Healthcare

Hospitality and Leisure

Insurance

Oil and Gas

Technology

Regional Experience

Asia

Europe

Middle East

North America