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In a nutshell

Provide IT management consultancy, interim and fractional leadership specifically in transformation programmes, M&A, outsourcing, streamlining, service management and process reengineering.


Fully Available Immediately


York - but am willing to work anywhere, United Kingdom



Interviewed By


HM Expert Since

Tuesday September 18, 2018

About Phil

Phil Tottie is a highly experienced Chief Information Officer (CIO) and IT Director with a breadth of technical, commercial and leadership experience. He has over 35 years’ experience with the world’s leading financial institutions and has previously held CIO and IT Director positions in Private Banking, Retail Banking, Corporate Banking as well as leading the Captive Offshore Technology centre of one the world’s largest banks.

Phil has widespread international experience having lived and worked in the UK, Switzerland, Middle East, India and Latin America.

Phil has been directly involved in multiple investment transactions, both financially and strategically-sponsored. This has been in the capacity of IT Director of the company making the acquisition or as the company making the divestiture. He is also accustomed to the need for distilling and communicating complex product and technology strategies to non-technical audiences.

Current Role Details

Experienced C level executive, managed in excess of 2,500 staff and over USD 300m budgets.

Adept at analysing businesses to identify opportunities for improved efficiencies, services and cohesion, before articulating this often-complex information in a clearly and comprehensively to stakeholders at all levels of seniority.

Technical and facilitation expertise to drive digital transformations bringing everyone together around a vision of the future business.

Core functional expertise in IT strategy, streamlining, cost reduction, infrastructure design and service operations.

Phil's Valuable Contributions

(Case Studies)


The large data centre of a Central American Bank situated in Mexico housed the processing for the company's businesses in Mexico, Panama, Chile, Colombia, Peru, Paraguay, Costa Rica, El Salvador and Uruguay. A decision was taken by the executive management to sell the businesses in all countries other than Mexico. The businesses were sold to 3 different financial institutions. Before the divestiture of the businesses the IT budget was US$420 million with 1,550 internal IT staff supported by 200 external contractors.

Lead the initiative in the following;

Assist in the due diligance of the buying banks of the entire IT organisation.

Work with the purchasing banks to repatriate systems onto new infrastructures

Ensure there was no increase in the cost of IT to the Mexican bank following the legal separation

1. Identify which systems and applications needed to be legally installed in purchasing banks before legal separation date.

2. Where systems could not be repatriated by the legal separation date, draw up Transition Service Agreements (TSA) to provide those services from Mexico.

3. Ensure the TSAs had binding and specific exit criterea with penalty clauses should they not be met

4. Re-plan the whole IT budget to remove the sunk costs as a result of the divestitures.

5. Plan the transformation activity to use the opportunity to invest in new technology for the Mexican bank

6. Renegotiate contracts with all software, hardware and maintainence vendors

7. Take advantage of outsourcing opportunities to streamline the remaining organisation.

1. After the legal separation over 200 external IT services were provided to the purchasers under Transitional Service Agreement. The exit timescale for all TSAs was 18 months. This generated 18 months of income at commercially negotiated rates which provided the financial headroom to effect the other changes simeltaneously to streamline and transform.

2. Help Desk, Desktop Support and PC and Laptop procurement and build were outsourced realising a USD$12 million per annum saving.

3. Used legitimate accounting practices to write off the depreciation of hardware and software against restructuring costs where it could be proved the equipment was used solely to support the businesses that had been divested. This realised UD$42 million total saving.

4. Virtualised and downsized as many servers as possible to accomodate the decreased workload. This generated US$6 milion per annum in savings on hardware.

5. Renegotiated software contracts to reflect the fewer and smaller servers now installed. This generated US$26 million per annum in cost savings.

6. Reduced permanent staff by 10% and removed all contractors. This generated UD$18 million per annum savings

The annulaised cost reduction was US$85 million. This enabled the investment in new technolgy to keep the business competetive and provided a stable financial platform for IT.

Phil Tottie

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