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Principal Job Title
Technology Transformation and Business Value Consultancy
1 Line Summary
Technology Turnaround and Transformation, Advisory Consultancy and Governance Specialist
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Ratings

HiveRank: Affiliate (196)
Country
United Kingdom
Closest Town / City
Birmingham
Self Nominated & Interviewed by

Member since: 05-03-2019
My Background Details
Having spent much of my career working for large IT corporates and supporting extremely ambitious businesses, I became acutely aware of how quickly costs can outstrip growth and how the “need” to invest in technology does not always afford the returns promised.

This experience put me in the privileged position to be able to help businesses avoid costly pitfalls and recognise true investment ROI.

However, in the autumn of 2018 I decided to form my own 'micro' business with a focus on helping organisations to recover problmatic projects, advise on the important topic of 'people change' in regard to the alignment of transformational strategies and provide organisations an independant view of ROI attainment.

Over the years I have also worked with clients across the UK, EMEA and Nordic regions.

Today, I very much look forward to engaging with this great network and build success. I am also looking forward to passing on any advice and to create ideas with fellow members of HiveMind
Current Role Details
Delivering C-suite management and advisory consultation engagements in both strategic and “hands-on” capacities. Enabling organisations to transform and modernise their business, address complex technology, transformation and operational challenges, embrace new technologies and achieve ambitious targets.
CASE STUDIES
BEST PRACTICE IT SOLUTION IMPLEMENTATION + PROCESS RE-ENGINEERING - Case Study: 1 of 3.

Situation
Large EMEA based Telco - Major platform release’s were unreliable, costly and time consuming. Impending major release visible to client ‘C’ level business stakeholders. Confidence in the release team was very low. I was engaged to drive a turnaround strategy for this situation as the senior representative of the leading technology vendor who's software was used by ther client to deliver core packages to the platform. The client stakeholder was adamant that technology was the only factor at the root of these consistenly failing release schedules.

Task
Fix the perception that technology was at the root cause of the failing major releases + prove the 'actual' root cause of failing releases + build recovery plan with the client + build confidence of the client release team + prepare and deliver successful major releases

Action
1) Drove a joint E2E review of the release management process with the client – ‘be honest with each other’ + 'current state analysis' to incorporate strengths and weaknesses of the current state + prove the actual root cause
2) Assigned accountability to the client/vendor joint team to improve the current state – ‘defined success plan’
3) Applied sensitivity in reporting root cause and the way forward to senior client Business stakeholder (my peer's)
4) Built a pre-production release scheduled – 'the formal test of success'
5) Oversaw the actual successful major production release and measured the success factors
6) Conducted 'post-release' success review


Results
1) First fully successful major platform release in 4 years
2) Major release was completed 1 day ahead of schedule
3) Increased credibility & confidence for our senior cleint Operational stakeholders as proven by a company-wide communication from the Telco senior statkeholder congratulating the team and the successful result
4) New release management process built

BUSINESS & TECHNOLOGY STRATEGY ALIGNMENT + DIGITAL TRANSFORMATION - Case Study: 2 of 3.

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Situation
A large NORDIC Telco - Unable to see value of their technology investments in my organisations Digital Technology solutions + future business, reputation and threat of penalties.

Task
Fix the perception from the client that my organisations strategic Digital Products were not ‘market ready’ nor able to keep pace with the customers pace of change + communicate value proof points to my client ‘C’ level business stakeholders who were demanding evidence of value actually realised,


Action
1) Brokered and managed the engagement of my organisations Business Unit President to meet customer global CIO
2) Orgnaised and drive several joint ‘product management’ workshops identified roadmap to success
3) Engaged my organisations Product Development and R&D teams to accelerate key product enhancements
4) Identified several key solution adoption successes to convert to value realisation statements
5) Applied sensitivity in reporting issues and success plan to senior client Operations and Business Unit stakeholder (my peer's)


Results
1) Internal case studies and gained a reference customer for my organisation
2) Publication of several evidenced areas of realised value totalling several £m
3) Recognition of realised value by the client business stakeholders
4) Key product enhancements accelerated to help drive further value agreed with the client

BUSINESS & TECHNOLOGY STRATEGY ALIGNMENT/BUSINESS CHANGE TRANSFORMATION - Case Study: 3 of 3.

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Situation
Major UK based Managed Services organisation concerned that their multi-£m investment in my organisations SLM based technologies were not delivering value and were proving difficult to adopt.

Task
Fix the software product adoption issues + prove value points of invested technologies + protect my organisations multi-£m new sale opportunity

Action
1) Ran a product evaluation assessment to develop a current state analysis of the known deployed technologies with reported and proven issues
2) Identified several core gaps in the alignment between actual product capability and client need
3) Engaged my organisations Product Development and R&D teams to accelerate key product enhancements that would 'unblock' adoption issues and drive new value realised
4) Re-designed a new ‘product Blueprint’ aligned to my clients 4 year business needs sufficient to proceed with a new multi-£m ELA (Enterprice License Agreement)


Results
1) The clients internal adoption of select technologies rose from a poor 50% to an acceptable 85%
2) £m ELA (Enterprise License Agreement ) renewed on time
3) Able to publish adoption measures to senior client stakeholders for the first time
4) Key product enhancements accelerated to help drive further value for the client




Phil Loughlin

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active 2 days, 10 hours ago