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Digital Strategy & Transformation Executive
Daniel Grimes
,
Colchester, United Kingdom
Experience
Other titles
Skills
I'm offering
My first experience of Digital was working on the lunch of NatWest online banking in 1998. Experiencing ground breaking technology at the height of the dotcom boom set the direction for my career. I’m now helping businesses delivering digital growth by adopting a product and microservice architecture and delivering at speed with agile, devops and cloud. For 20 years I have always worked at the cutting edge of digital - equally comfortable in the board room or at the coal face. I make ground breaking technologies commercially relevant and lead people through the analogue to digital paradigm shift.
Markets
United Kingdom
Language
German
Good
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2017 - ?
freelance
INDEPENDENT CONSULTANT
Independent Consultant.
METAPACK
Engaged at point of scale up to implement a new product function and make the breakthrough from B2B business to B2B2C. Transformed from a traditional software business to a product led digital strategy by leading the executive through implications of moving from customer reactive to product leadership. Built the function by defining and baselined the products, services and designed a digital component-centric business architecture to enable flexible change and speed to market. Designed and implemented a new business delivery framework and procedures from product innovation through to technology delivery. Used scaled agile principles to enable strategic portfolio management through to scrum delivery. Implemented Jira tooling supported with portfolio management plugins. Oversaw the recruitment of the team and established executive and technology governance. Enabled a 10-fold increase in delivery of product initiatives, the team achieving an industry product award within 5 months.
ZURICH INTERNATIONAL
Engaged to develop the digital strategy for the emerging markets division of the insurer. Defined the digital business model and the framework for transformation, transitioning to a multisided platform by focusing on straight through processing, customer engagement and partner/market ecosystem.
Undertook economic analysis of the customer base in current and target geographies
Undertook financial benchmarking of the business to identify areas for technology optimization. Using data from relevant businesses, developed a financial model for comparison. Established high level KPIs and drilled down into the operating model to identify inefficiency and excess costs. Undertook application portfolio assessment to understand the cost and value across the IT estate, to identify additional cost reduction opportunities and identify the capabilities required for market and customer growth.
Defined a digital transformation methodology (scaled agile) and initiated the change the project management function to start to work with agile principles. Mobiles the first three teams and defined 14 initiatives to transform the business. Developed the full business cases and delivery roadmaps for the first four initiatives and within three months delivered 1.5% cost reduction through technology change.
CALLSIGN
Worked with AI security startup post $35m series A investment. Engaged to develop and deliver the commercial strategy to define the value proposition, products, mature their sales capability and enable revenue growth.
Defined the customer value proposition and directed leadership focus away from technology buyers towards business customers. Initiated the platform standards that would enable sales to financial services customers (SOC2, ISO27001 and GDPR). Defined the go to market and delivery strategy by developing a set of technology partnerships. Through personal network, built alliances with Accenture, Microsoft, AWS, EY, KPMG, Deloitte in order to gain access to client decision makers.
Engaged at point of scale up to implement a new product function and make the breakthrough from B2B business to B2B2C. Transformed from a traditional software business to a product led digital strategy by leading the executive through implications of moving from customer reactive to product leadership. Built the function by defining and baselined the products, services and designed a digital component-centric business architecture to enable flexible change and speed to market. Designed and implemented a new business delivery framework and procedures from product innovation through to technology delivery. Used scaled agile principles to enable strategic portfolio management through to scrum delivery. Implemented Jira tooling supported with portfolio management plugins. Oversaw the recruitment of the team and established executive and technology governance. Enabled a 10-fold increase in delivery of product initiatives, the team achieving an industry product award within 5 months.
ZURICH INTERNATIONAL
Engaged to develop the digital strategy for the emerging markets division of the insurer. Defined the digital business model and the framework for transformation, transitioning to a multisided platform by focusing on straight through processing, customer engagement and partner/market ecosystem.
Undertook economic analysis of the customer base in current and target geographies
Undertook financial benchmarking of the business to identify areas for technology optimization. Using data from relevant businesses, developed a financial model for comparison. Established high level KPIs and drilled down into the operating model to identify inefficiency and excess costs. Undertook application portfolio assessment to understand the cost and value across the IT estate, to identify additional cost reduction opportunities and identify the capabilities required for market and customer growth.
Defined a digital transformation methodology (scaled agile) and initiated the change the project management function to start to work with agile principles. Mobiles the first three teams and defined 14 initiatives to transform the business. Developed the full business cases and delivery roadmaps for the first four initiatives and within three months delivered 1.5% cost reduction through technology change.
CALLSIGN
Worked with AI security startup post $35m series A investment. Engaged to develop and deliver the commercial strategy to define the value proposition, products, mature their sales capability and enable revenue growth.
Defined the customer value proposition and directed leadership focus away from technology buyers towards business customers. Initiated the platform standards that would enable sales to financial services customers (SOC2, ISO27001 and GDPR). Defined the go to market and delivery strategy by developing a set of technology partnerships. Through personal network, built alliances with Accenture, Microsoft, AWS, EY, KPMG, Deloitte in order to gain access to client decision makers.
Software, It, Technology, Recruitment, Growth, Ai, Transformation, ISO27001, Infrastructure, Security, International, Business cases, Assessment, Framework, Go, Processing, UP, LED, Agile, Business strategy, Digital Strategy, Scrum, AWS, Innovation, Digital transformation, Jira, Customer experience, Project Management, GDpr, B2B, Cloud, Management, Leadership, Sales, Network, Architecture
2014 - 2017
job
PARTNER, DIGITAL CONSULTING
CSC.
AVIVA - DIGITAL OPERATING MODEL
Transformed the legacy Aviva technology operating model towards a new digital first approach. Developed the vision with the businesses CIOs to establish the capabilities required by the customer focused business units. Developed a product framework that enabled aggregation of loosely coupled technology services having the architectural independency and people/delivery capability to deliver change at the speed of the business. Identified the first five digital products and deployed teams to delivery their change roadmaps. In these first five products areas, reduced operational costs by 60% to enable resources to be redeployed into change.
NATWEST - DIGITAL VISION
Defined the retail consumer vision and roadmap to compete for customer revenue in the digital economy, whilst being mindful of their regulatory and social constraints. Delivered through a series of executive workshops, with pre and post briefings to ensure stakeholders remained engaged and were moving toward consensus. Defined the strengths, constraints and options to develop design principles. Undertook collaborative current state assessment and developed the business vision changing from product centric to customer centric and built the product backlog to close the gap. Gave the business the capability to seek board investment and initiate the transformation programme.
DEUTSCHE BANK - CASH EQUITIES DIGITAL STRATEGY
Engaged to develop a radical approach to transforming the cash equities business and reduce the €1.2bn annual opex by 50%. Worked with the business stakeholders to understand their appetite for transformation and scope the options - from incremental change to exiting the business. Agreed a radical approach to outsource and transform, and designed the new operating model based upon aggressive consolidation and retirement of legacy platforms, RPA process automation and new capabilities using machine learning solutions.
BARCLAYS - DIGITAL TECHNOLOGY ROADMAP
Worked with the IT executive team to develop the vision, business case and roadmap to adopt devops technologies to reduce the cost and increase the speed of application maintenance and hosting. Worked with finance and IT stakeholders to understand the constraints of current application hosting, development and maintenance processes; utilized CSC experience and expertise to define, cost and sequence the technology solutions. Tested out solution at senior executive level before obtaining agreement pro proceed with deployment.
Transformed the legacy Aviva technology operating model towards a new digital first approach. Developed the vision with the businesses CIOs to establish the capabilities required by the customer focused business units. Developed a product framework that enabled aggregation of loosely coupled technology services having the architectural independency and people/delivery capability to deliver change at the speed of the business. Identified the first five digital products and deployed teams to delivery their change roadmaps. In these first five products areas, reduced operational costs by 60% to enable resources to be redeployed into change.
NATWEST - DIGITAL VISION
Defined the retail consumer vision and roadmap to compete for customer revenue in the digital economy, whilst being mindful of their regulatory and social constraints. Delivered through a series of executive workshops, with pre and post briefings to ensure stakeholders remained engaged and were moving toward consensus. Defined the strengths, constraints and options to develop design principles. Undertook collaborative current state assessment and developed the business vision changing from product centric to customer centric and built the product backlog to close the gap. Gave the business the capability to seek board investment and initiate the transformation programme.
DEUTSCHE BANK - CASH EQUITIES DIGITAL STRATEGY
Engaged to develop a radical approach to transforming the cash equities business and reduce the €1.2bn annual opex by 50%. Worked with the business stakeholders to understand their appetite for transformation and scope the options - from incremental change to exiting the business. Agreed a radical approach to outsource and transform, and designed the new operating model based upon aggressive consolidation and retirement of legacy platforms, RPA process automation and new capabilities using machine learning solutions.
BARCLAYS - DIGITAL TECHNOLOGY ROADMAP
Worked with the IT executive team to develop the vision, business case and roadmap to adopt devops technologies to reduce the cost and increase the speed of application maintenance and hosting. Worked with finance and IT stakeholders to understand the constraints of current application hosting, development and maintenance processes; utilized CSC experience and expertise to define, cost and sequence the technology solutions. Tested out solution at senior executive level before obtaining agreement pro proceed with deployment.
Technology, Social, Processes, Framework, Assessment, Regulatory, Development, Transformation, RPA, Workshops, Hosting, Design, It, Business Case, Finance, Deployment, Consulting, Automation, Retail, DevOps, Machine learning, Digital Strategy
2010 - 2014
job
SENIOR MANAGER
ERNST & YOUNG ADVISORY.
NETWORK RAIL - OPERATING MODEL
Led the design and implementation of a new operating model for Network Rail's non-track functions. Established and agreed an overarching matrix operating model framework the worked for all departments and encompassed the eTOM operating model for Network Rail Telecoms. Led multiple workshops to develop the functional model down to level 4 and define and establish priority business processes for go life. Aligned key roles in cross functional working and ran training in induction workshops to mobilse the processes.
NETWORK RAIL - ORBIS DIGITAL PROGRAMME
Responsible for the strategic business case and delivery roadmap for the £400m programme to transform asset data and save Network Rail £3.6bn over 5 years. The programme was deploying a suite of core and mobile technologies to create a 'digital twin' of the rail infrastructure to reduce the time to assess infrastructure from years to minutes. My role was key to building the business cases, delivery timescales and scope of multiple initiatives. Managing a team of 15, the primary activity was engaging executives and engineers across 14 disparate business units to assess a top down business case and rebuild bottom up with full buy in from a skeptical workforce. Build the epics, user stories and roadmaps. Achieved executive commitment and achieved Network Rail board level endorsement of and investment in the programme.
LLOYDS BANKING GROUP - CORPORATE DIGITAL PRODUCT TRANSFORMAITON
Head of Product for core banking platform during major digital transformation. Migrated the corporate customer base from a legacy batch platform to a modern real time banking platform in order to enable new products and services through the digital channel. Managed two teams - developing new product functionality and migrating customers - and deployed a rapid delivery methodology to continually release new functionality. Achieve successful customer migration and enabled products that had previously taken three days to settle to be delivered in real time.
LLOYDS BANKING GROUP - PERSONAL BANKING DIGITAL TRANSFORMAITON
Product Manager responsible for adopting the technology strategy and translating into product roadmap and business product backlog and migrating the customer base onto the digital channel. Role entailed engaging with a wide range of business stakeholders to define and manage customer experience. Established the team and delivery approach and manage change to web, mobile, call centre and branch channels. Delivered multiple product enhancements through to live.
Led the design and implementation of a new operating model for Network Rail's non-track functions. Established and agreed an overarching matrix operating model framework the worked for all departments and encompassed the eTOM operating model for Network Rail Telecoms. Led multiple workshops to develop the functional model down to level 4 and define and establish priority business processes for go life. Aligned key roles in cross functional working and ran training in induction workshops to mobilse the processes.
NETWORK RAIL - ORBIS DIGITAL PROGRAMME
Responsible for the strategic business case and delivery roadmap for the £400m programme to transform asset data and save Network Rail £3.6bn over 5 years. The programme was deploying a suite of core and mobile technologies to create a 'digital twin' of the rail infrastructure to reduce the time to assess infrastructure from years to minutes. My role was key to building the business cases, delivery timescales and scope of multiple initiatives. Managing a team of 15, the primary activity was engaging executives and engineers across 14 disparate business units to assess a top down business case and rebuild bottom up with full buy in from a skeptical workforce. Build the epics, user stories and roadmaps. Achieved executive commitment and achieved Network Rail board level endorsement of and investment in the programme.
LLOYDS BANKING GROUP - CORPORATE DIGITAL PRODUCT TRANSFORMAITON
Head of Product for core banking platform during major digital transformation. Migrated the corporate customer base from a legacy batch platform to a modern real time banking platform in order to enable new products and services through the digital channel. Managed two teams - developing new product functionality and migrating customers - and deployed a rapid delivery methodology to continually release new functionality. Achieve successful customer migration and enabled products that had previously taken three days to settle to be delivered in real time.
LLOYDS BANKING GROUP - PERSONAL BANKING DIGITAL TRANSFORMAITON
Product Manager responsible for adopting the technology strategy and translating into product roadmap and business product backlog and migrating the customer base onto the digital channel. Role entailed engaging with a wide range of business stakeholders to define and manage customer experience. Established the team and delivery approach and manage change to web, mobile, call centre and branch channels. Delivered multiple product enhancements through to live.
Implementation, LED, UP, Processes, Go, Manager, Framework, Business cases, Web, Infrastructure, Transformation, Design, Workshops, Banking, Technology, Business Case, Network, Product Manager, User stories, Customer experience, Training, Digital transformation
2008 - 2009
job
INTERIM PROGRAMME MANAGER
SANTANDER.
Core Platform Migration - Engaged shortly before the migration from Abbey to Santander core systems in a hands-on delivery role to identify and resolve migration functionality gaps. Built end to end process flows and root causes, developed control plan and implemented transitional business processes. Established operational management and reporting for the new processes and delivered upskilling of key roles in operations team.
Management, Interim, Manager, Processes
2007 - 2008
job
DIRECTOR
BUSINESS STARTUP.
Co-founded tea merchant startup to exploit opportunity in fast growing leisure sector. Defined proposition through support of major UK marketing agency (winning major brand award); engaged suppliers and rapidly grew business to 10 employees. Built customer base and revenue to achieve projected sales targets after two quarters trading. Business closed due to rapid deterioration in economic conditions and loss of investment-based exit strategy.
Marketing, Sales, Support, Winning
2006 - 2007
job
ASSC DIR INNOVATION & STRATEGY
LEX VEHICLE LEASING.
* Accountable for all product development in order to deliver the strategy aim of double-digit growth in £1.2bn business.
* Engaged board and established strategic planning process with monthly off-site workshops to develop and maintain business vision, portfolio of products, backlog and roadmap. Developed and maintained business operating model, established strategic change governance and reporting to monitor progress toward vision.
* Developed investment management governance, new product development project methodology and customer proposition design authority. Chaired governance forums and resourced projects to deliver first raft of initiatives. Established relationships with external businesses to develop joint venture opportunities.
* Developed new people competency framework and associated recruitment and performance management guidelines in order to focus business wide management on encouraging growth and ambition in the organization.
* Engaged board and established strategic planning process with monthly off-site workshops to develop and maintain business vision, portfolio of products, backlog and roadmap. Developed and maintained business operating model, established strategic change governance and reporting to monitor progress toward vision.
* Developed investment management governance, new product development project methodology and customer proposition design authority. Chaired governance forums and resourced projects to deliver first raft of initiatives. Established relationships with external businesses to develop joint venture opportunities.
* Developed new people competency framework and associated recruitment and performance management guidelines in order to focus business wide management on encouraging growth and ambition in the organization.
Design, Product development, Innovation, Strategic Planning, Management, Performance Management, Recruitment, Workshops, Growth, Development, Framework
1999 - 2006
job
PROGRAMME MANAGER
RBS GROUP.
PROGRAMME MANAGER, RETAIL SERVICE IMPROVEMENT Delivered step change in customer satisfaction, achieving 3% improvement in customer satisfaction across 7m customers and associated 7% reduction in annualised costs across 13 processing centres (4,500 FTE). Established PMO and an end to end transformation capability utilising the Lean Six Sigma methodology. Managing a team of 32, delivered 16 process transformation projects. Led from initiation though to solutioning, test, release and benefits realisation. In addition to managing delivery and resources, focused on sponsor engagement and reporting, establishing stakeholder relationships with technology platform teams and processing centre managers to ensure success.
PROGRAMME MANAGER, CORPORATE BANKING P2P
Delivered programme to reduce expenditure across £250m addressable spend by implementing Walker Financials eProcument module, establishing PSLs across categories and initiating re-tendering initiatives. Established programme by identifying and engaging with business unit stakeholders and established governance to approve business case and investment. Delivered through requirements, system deployment, RBAC and data configuration, process reengineering, test, deployment and transition to live. Managed through to benefits realisation achieving £12m cost savings within 12 months.
INNOVATION & DEVELOPMENT MANAGER, CORPORATE BANKING
Delivered multiple projects to change policies and reengineer processes to eliminate outdated practices from the corporate bank in order to reduce the burden on front office staff. Delivered projects in three month sprints, through obtaining sponsorship, engaging all necessary stakeholders, functional SMEs and decision makers through to design and implementation. Focused projects around 3-day offsite workshops using GE Work Out methodology. Scope of projects included E2E FX, Credit Documentation, Customer Data, Cross selling, Asset Finance and Invoice Discounting.
PROGRAMME MANAGER, CORPORATE BANKING P2P
Delivered programme to reduce expenditure across £250m addressable spend by implementing Walker Financials eProcument module, establishing PSLs across categories and initiating re-tendering initiatives. Established programme by identifying and engaging with business unit stakeholders and established governance to approve business case and investment. Delivered through requirements, system deployment, RBAC and data configuration, process reengineering, test, deployment and transition to live. Managed through to benefits realisation achieving £12m cost savings within 12 months.
INNOVATION & DEVELOPMENT MANAGER, CORPORATE BANKING
Delivered multiple projects to change policies and reengineer processes to eliminate outdated practices from the corporate bank in order to reduce the burden on front office staff. Delivered projects in three month sprints, through obtaining sponsorship, engaging all necessary stakeholders, functional SMEs and decision makers through to design and implementation. Focused projects around 3-day offsite workshops using GE Work Out methodology. Scope of projects included E2E FX, Credit Documentation, Customer Data, Cross selling, Asset Finance and Invoice Discounting.
Six Sigma, Sigma, Processing, Manager, LED, Processes, Sponsorship, Office, Development, Transformation, Implementation, Workshops, Design, Banking, Technology, Business Case, Service, PMO, Finance, Deployment, Test, Lean, Retail, Innovation
1998 - 1999
job
DIGITAL TECHNOLOGY AUDITOR
GROUP INTERNAL AUDIT.
* Worked on multiple digital transformation programmes providing advice and assurance over the business solution and programme delivery to senior stakeholders.
* Programme and operational control assurance of new initiatives - Identrus Digital Signature scheme implementation and assurance; FastPay P2P Payments;
* Online banking implementation - NatWest, Tesco Personal Finance, NatWest/RBS migration. Acquisition due diligence & integration assurance - Virgin One, WorldPay, CertaPay.
ERNST & YOUNG IT ASSURANCE, BUSINESS ANALYST (AUG 1998 - SEP 1999)
Working in IT Advisory practice, supported engagements to provide assurance over technology processes, focusing on IT change management, governance and business continuity. Held client interviews, documenting evidence and reporting findings to engagement leadership.
* Programme and operational control assurance of new initiatives - Identrus Digital Signature scheme implementation and assurance; FastPay P2P Payments;
* Online banking implementation - NatWest, Tesco Personal Finance, NatWest/RBS migration. Acquisition due diligence & integration assurance - Virgin One, WorldPay, CertaPay.
ERNST & YOUNG IT ASSURANCE, BUSINESS ANALYST (AUG 1998 - SEP 1999)
Working in IT Advisory practice, supported engagements to provide assurance over technology processes, focusing on IT change management, governance and business continuity. Held client interviews, documenting evidence and reporting findings to engagement leadership.
Change management, Digital transformation, Management, Integration, Leadership, Finance, Due Diligence, It, Technology, Banking, Analyst, Implementation, Transformation, Online, Processes
My education
1995
-
1998
University of Leeds
BSc, Management Studies & Information Systems
BSc, Management Studies & Information Systems
St Wilfrids CE High School
N/a, N/a
N/a, N/a
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