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IT Management Consultant specialising in Strategy, Portfolio Mgt, Organisational Design & Transformation
Kevin Sampson
,
Ipswich, United Kingdom
Experience
Other titles
Skills
I'm offering
Business Leader / IT Executive, multifaceted, versatile and innovative with extensive experience of managing IT Portfolios, Governance & Strategy across asset intensive businesses including energy, retail and government.
MBA-educated, with a pragmatic approach to applying best practice frameworks, methods & strategy.
Partnership approach with business leaders, engaging with C suite stakeholders to assess current and desired ways of working, designing and executing Portfolio Change Management approaches that plan, prioritise and ensure maximum value return across business change and IT Investments.
A Motivational Engaging Individual, acting as the interface between IT and business, supporting organisational decision making, aligning the IT Portfolio to the business and its strategy; supporting organisational outcomes.
A Change Agent, someone who enjoys leading and managing change, not afraid to roll up their sleeves, take accountability & drive the plan to completion; maintaining a sense of humour and inspiring others in the process.
Proven Management Experience, managing large Portfolio budgets (£35m+), including the definition and prioritisation of change along with building high performing teams both onshore and offshore, to deliver high profile initiatives to time and budget, realising business benefits.
MBA-educated, with a pragmatic approach to applying best practice frameworks, methods & strategy.
Partnership approach with business leaders, engaging with C suite stakeholders to assess current and desired ways of working, designing and executing Portfolio Change Management approaches that plan, prioritise and ensure maximum value return across business change and IT Investments.
A Motivational Engaging Individual, acting as the interface between IT and business, supporting organisational decision making, aligning the IT Portfolio to the business and its strategy; supporting organisational outcomes.
A Change Agent, someone who enjoys leading and managing change, not afraid to roll up their sleeves, take accountability & drive the plan to completion; maintaining a sense of humour and inspiring others in the process.
Proven Management Experience, managing large Portfolio budgets (£35m+), including the definition and prioritisation of change along with building high performing teams both onshore and offshore, to deliver high profile initiatives to time and budget, realising business benefits.
Markets
United Kingdom
Links for more
Once you have created a company account and a job, you can access the profiles links.
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2019 - 2019
job
Head of Governance & Performance Transformation (Interim)
McDonald's UK.
Responsible for providing consultancy & advisory services in the transformation of the IT function
• Appointed to drive implementation of a Target Operating Model for the IT Portfolio & Supplier Mgt functions
• Created and established central portfolio management office: method, governance bodies & interfaces
• Delivered better supplier relations through ensuring clear accountabilities & delivery to agreed service levels
• Led engagement across business C-Suite, to define requirements for an effective delivery / governance
model, providing clarity on capabilities to serve the organisation effectively
Key achievements and business outcomes include:
• Transformed portfolio delivery model, establishing centralised pool and aligning resources to skillsets (CoE)
• Implementation of a standard IT Delivery model to enhance delivery predictability and capability, moving
away from multiple methods to a singular stage gate PRINCE 2 aligned method
• Through partnership with the CFO and wider finance department, successfully led the centralisation of a complex federated IT Capex model, transforming visibility of spend across projects & suppliers (in excess of £100m p.a.)
• Implementation of enhanced reporting packs & metrics, tracking progress across projects / programmes in terms of costs, resources and benefit delivery; presented to C-Suite board & CFO monthly
• Refreshed IT supplier governance & relationship model, segmenting suppliers into different frameworks (SI, MSA, Consultancy)
• Delivered central resource pool for previously federated delivery resources, implementing standards and career paths across Business Analysts, Project / Programme Managers, Architects & Testers
1
• Appointed to drive implementation of a Target Operating Model for the IT Portfolio & Supplier Mgt functions
• Created and established central portfolio management office: method, governance bodies & interfaces
• Delivered better supplier relations through ensuring clear accountabilities & delivery to agreed service levels
• Led engagement across business C-Suite, to define requirements for an effective delivery / governance
model, providing clarity on capabilities to serve the organisation effectively
Key achievements and business outcomes include:
• Transformed portfolio delivery model, establishing centralised pool and aligning resources to skillsets (CoE)
• Implementation of a standard IT Delivery model to enhance delivery predictability and capability, moving
away from multiple methods to a singular stage gate PRINCE 2 aligned method
• Through partnership with the CFO and wider finance department, successfully led the centralisation of a complex federated IT Capex model, transforming visibility of spend across projects & suppliers (in excess of £100m p.a.)
• Implementation of enhanced reporting packs & metrics, tracking progress across projects / programmes in terms of costs, resources and benefit delivery; presented to C-Suite board & CFO monthly
• Refreshed IT supplier governance & relationship model, segmenting suppliers into different frameworks (SI, MSA, Consultancy)
• Delivered central resource pool for previously federated delivery resources, implementing standards and career paths across Business Analysts, Project / Programme Managers, Architects & Testers
1
C, Management, Finance, Service, It, Implementation, Transformation, CFO, Office, Organization, LED, SI
2012 - 2019
job
Head of IS Strategy, Planning & Portfolio
UK Power Networks.
Responsible for the establishment of the IT Portfolio & Governance Function, its transformation and improvement
• Worked with the CIO to establish IT Portfolio & Governance function, capabilities & organisational interfaces
• Created portfolio management office implementing a singular delivery method across business & IT projects
• Transformed approach to IT investment / portfolio management using earned value analysis (CPI & SPI)
• Efficiently managed the IT Capital Budget £35m, with complete oversight of spend & resources
• Pioneered long term strategy for IT clarifying investment requirements to support 8 yr regulatory submission
• Reviewed technology stack leading to the creation of a large transformation programme to centralise to SAP
• Led delivery teams to implement enhancements across 7,000 user base inc O365, SAP, SuccessFactors
Key achievements and business outcomes include:
• Improved delivery of projects / programmes by over 60% through method & resource model transformation
• Implemented integrated IT & Business Strategy planning framework, clarifying IT investments required
• Transformed perception of IT delivery through frequent / consistent reporting & communications to sponsors
• Production of singular board level metrics covering spend, resources, progress across portfolio; reviewed
monthly with CIO, CFO and CEO.
• Implemented Business Relationship Management framework across organisation to drive better business & IT alignment, transforming engagement, identification and shaping of business change & IT initiatives
• Reduced IT Opex across 5 yrs by over £30m through, supplier / vendor mgt & application decommissioning
• Successful regulatory settlement in excess of £600m aligned to 8 yr company strategy
• On time delivery of companywide transformation programme (£80m+) to align systems to one ERP (SAP)
• Transformed approach to IT resource strategy using best practice BCS SFIA framework
• Formalised, ran and continuously improved an OCIO set of functions on behalf of the CIO & Board
• Worked with the CIO to establish IT Portfolio & Governance function, capabilities & organisational interfaces
• Created portfolio management office implementing a singular delivery method across business & IT projects
• Transformed approach to IT investment / portfolio management using earned value analysis (CPI & SPI)
• Efficiently managed the IT Capital Budget £35m, with complete oversight of spend & resources
• Pioneered long term strategy for IT clarifying investment requirements to support 8 yr regulatory submission
• Reviewed technology stack leading to the creation of a large transformation programme to centralise to SAP
• Led delivery teams to implement enhancements across 7,000 user base inc O365, SAP, SuccessFactors
Key achievements and business outcomes include:
• Improved delivery of projects / programmes by over 60% through method & resource model transformation
• Implemented integrated IT & Business Strategy planning framework, clarifying IT investments required
• Transformed perception of IT delivery through frequent / consistent reporting & communications to sponsors
• Production of singular board level metrics covering spend, resources, progress across portfolio; reviewed
monthly with CIO, CFO and CEO.
• Implemented Business Relationship Management framework across organisation to drive better business & IT alignment, transforming engagement, identification and shaping of business change & IT initiatives
• Reduced IT Opex across 5 yrs by over £30m through, supplier / vendor mgt & application decommissioning
• Successful regulatory settlement in excess of £600m aligned to 8 yr company strategy
• On time delivery of companywide transformation programme (£80m+) to align systems to one ERP (SAP)
• Transformed approach to IT resource strategy using best practice BCS SFIA framework
• Formalised, ran and continuously improved an OCIO set of functions on behalf of the CIO & Board
CFO, LED, Framework, Planning, Production, Organization, CIO, Office, Ceo, Regulatory, Business strategy, Support, Transformation, It, Technology, Management, ERP, SAP, Budget
2006 - 2012
freelance
Senior Business Transformation Consultant, EDF Energy
unknown.
Responsible for the definition, delivery and oversight of transformational programmes of change
• Trusted engagement partner to C Level stakeholders to shape and mobilise transformation programmes
• Led transformation initiatives utilising expertise across international teams (UK, France, USA & China)
• Designed & implemented robust transformation governance models to promote collaborative working
• Full responsibility for programme teams comprising company, consultancy and offshore resources
• Ability to analyse and derive business cases along with payback period including hard & soft benefits
• Spearheaded delivery of transformation programmes aligned to TOM, achieving desired To Be landscapes
Key achievements and business outcomes include:
• Transformed & centralised company HR processes promoting best practices; reducing silo working
• Spearheaded the federation & embedment of IT functions from previously centralised model
• Redesigned company approach to transformation, creating in house design, consulting & delivery 'practices'
• Worked to establish shared service function offering in support of Europe's biggest new nuclear programme
• Led multi-sourcing initiatives to balance use of external 3rd parties across lifecycle delivering greater value
• Pioneered partner delivery model, returning over £300m in benefits over 5 years across business functions
• Trusted engagement partner to C Level stakeholders to shape and mobilise transformation programmes
• Led transformation initiatives utilising expertise across international teams (UK, France, USA & China)
• Designed & implemented robust transformation governance models to promote collaborative working
• Full responsibility for programme teams comprising company, consultancy and offshore resources
• Ability to analyse and derive business cases along with payback period including hard & soft benefits
• Spearheaded delivery of transformation programmes aligned to TOM, achieving desired To Be landscapes
Key achievements and business outcomes include:
• Transformed & centralised company HR processes promoting best practices; reducing silo working
• Spearheaded the federation & embedment of IT functions from previously centralised model
• Redesigned company approach to transformation, creating in house design, consulting & delivery 'practices'
• Worked to establish shared service function offering in support of Europe's biggest new nuclear programme
• Led multi-sourcing initiatives to balance use of external 3rd parties across lifecycle delivering greater value
• Pioneered partner delivery model, returning over £300m in benefits over 5 years across business functions
Support, Processes, LED, USA, Energy, International, China, Business cases, Design, Transformation, Offshore, It, Sourcing, Service, Consulting, Business transformation, C
2005 - 2006
job
Performance Reporting Manager
unknown.
EDF Energy Powerlink (PFI / PPP)
Energy, Energy, Manager
2003 - 2005
job
Business Improvement Manager
Seven Utilities.
Manager
My education
2007
-
2008
Open University Business School
MBA, Business Administration
MBA, Business Administration
2006
-
2007
Open University Business School
Postgraduate, Management
Postgraduate, Management
1999
-
2002
University of East Anglia
Bachelors, Business Management
Bachelors, Business Management
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