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oxford, United Kingdom



Interviewed By


HM Expert Since

Wednesday February 27, 2019

About Martin

CIO / CTO with strong commercial, technical and consultancy experience. Track record of improving IT contribution and reducing IT / operations costs. 20+ years of board memberships in €1bn+ global businesses. Successful track record in FTSE 100s; Rio Tinto (RTZ), PowerGen (e.on), Exel Logistics and DHL. Sector experience includes transportation & supply chain, communications and marketing, business process outsourcing, automotive, technology, natural resources and utilities.

I recently decided to leave DHL and find work as a consultant/ NED or Interim.

Current Role Details

I am currently establishing my second career

Martin's Valuable Contributions

(Case Studies)


DHL is Global company based in Bonn, Germany. Appointed CIO for DHL Mainland Europe following the dismissal of the previous CIO. The business had a revenue of €3bn but barely broke even. IT service was poor, spend of €150m was too high and the organisation was fragmented across countries.

Develop a three year plan to reduce costs, improve service and migrate to strategic IT platforms. Establish and lead a new multi national IT team with over 500 colleagues to implement the plan. Build trust and relationships with our business colleagues.

I immediately established a new leadership team with common objectives and shared values. A three-year IT plan to reduce costs and improve service was rapidly created with full buy in from the team. The plan reduced IT headcount by 200 to 350, driving country and regional teams to improve efficiency and remove overlap. Services were centralised and stabilised, governance and transparency became the norm and projects were delivered r

Working with country boards, senior management trust and relationships improved with feedback scores of 8.7. Wider business customer satisfaction scores increased from 4.5 to 6.7. Over the three years we delivered €38m annualised IT cost reduction on the €150m spend.


WLT is a global marketing and communication company with a turnover of €1.4bn. The business was in decline due to the market shifting from print to digital services. Before my appointment the IT teams were decentralised to each business unit. After several restructurings we agreed with DHL to divest the business through an auction process.

Before my appointment the IT teams were decentralised to each business unit. There were many legacy platforms due to underinvestment over many years. My role was to implement new digital platforms, renew the infrastructure, reduce costs and improve service. When the decision was taken to divest the business I was asked to lead the divestment process for technology services.

I consolidated the teams of c700, centralised spend, moved to demand/supply operating model and off-shored services to captive and external teams reducing costs by10%. Applying governance to project portfolio (190+) provided transparency and control. Migration of key services to new suppliers reduced costs and improved quality.

New build investment focussed on leading edge SaaS and purchasing platforms to slow customer churn and increase lock-in. For the marketing services business we used agile methods and digital technologies to build a platform which consolidated, stored and processed customers digital assets including film, print layouts and images in many formats. Customers included Zurich, Heineken, Coca Cola and many global brands with over 250,000 users on the new platform.

For central government we provided publishing and digital development including the driving test app, Legislation, GCSE & A level results. Customer communications produced and delivered millions of printed and digital documents for the DWP and companies such as National Australia Bank and Sun Alliance. The infrastructure for these services was migrating to public (AWS) and private cloud platforms

As CIO I was responsible for all the commercial and technical due diligence, presenting the business to the advisors and bidders and setting up the transitional sales agreements.

Marketing services customers were migrated from legacy to a new digital platform. Infrastructure services for the government and financial services customers was migrated to AWS and private cloud. Customer satisfaction scores increased from 4.0 to 6.7. The sale to Advent International was successfully completed in December 2017 and I was retained to advise on the transition.


Roles & Results

POWERGEN NOW E.ON - Principal Consultant

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Delivery and Achievements
Supporting the IT Executive Group and providing consultancy in IT strategy, management and business process re-engineering. Led business processes restructuring in €3bn UK Electricity saving €25m. Defined business processes, performance framework and information systems needs for an acquired €500m business. IT strategy for the Executive Director, UK Electricity, shaped & prioritised €15m investment.

RIO TINTO - Managing Consultant

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Delivery and Achievements
Worked in various IT and Business Improvement roles in subsidiaries and head office then as a Managing Consultant responsible for the setup of a new systems consultancy business to operate within the Group. Hands on use of ground-breaking Artificial Intelligence (AI) systems for diagnostics and production planning. Created and implemented innovative operations research and technology projects with NPV £100m+ recruiting and leading a team of 8 technical experts

POWERGEN NOW E.ON - Head of IT Strategy & Consultancy

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Delivery and Achievements
Responsible for managing PowerGen's IT Strategy, Policy and Technical Architecture, selling and delivering consultancy to internal and external clients (10 staff). Member of the IT executive board advising business on IT investments and risks. Restructured and merged two disparate consultancy practices generating revenues of €2m.



Martin Neil

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