SABMiller knew that consumer and customer intimacy is one of the key pillars of its marketing and sales strategy. SABMiller Global Executive Committee decided to embrace digital technology to improve engagement with its customers and consumers.

SABMiller’s investment into technology was directed towards the development and deployment of the Global Template. Once the implementation covered countries producing 60% of Net Producer Revenue, it became essential to bring the investment to a sustainable level. However, the markets were starved of investment due to focus on Global Template and the business demand exploded...

Changes were taking too long and costing too much. New CEO wanted better responsiveness and cost control. Average project duration ~24 months. Average project leadership overhead (PMs, PgMs, PMO, etc) ~47%.

Follow-the-sun organisation with legacy on-premises CRM system in use across many non-CRM use-cases decided to upgrade to cloud CRM solution. No requirements in place at start of project. Product Ownership for the new system sat with Sales. No organisational responsibility for the supply chain to the customer at any senior level (it had ‘just worked’...

Comic Relief has a demanding technical environment; for one night of the year, for a peak of about 7 hours, it has the public’s attention and receives donations, and the vast majority of those donations go through a solution developed by Comic Relief’s technologists. That system absolutely has to work for those few hours: there...

The client was embarking on a major transformation programme to replace many of their old systems with a new ERP. The CIO was aware that creating an effective Integration Service was key to delivering this major change.

This was a voluntary role for me and was fantastic fun and very rewarding. A world famous animal charity and zoo had run their onsite shop on similar lines for 40 years. It was out of date and unprofitable and a money making opportunity was falling by the wayside.

The CIO was new into the role and wanted to set up an effective integration service for the large and highly distributed IT department. I was brought in to work with the existing team and deliver new processes. The team had been very effective at cataloguing their integration deliveries and developing a technical strategy. The...

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.

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.