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Transformation and Technology Leader
Craig Parr
,
Maidenhead, United Kingdom
Experience
Other titles
Skills
I'm offering
As you will note from my CV, I have an extensive portfolio of professional/technical skills and wide-ranging senior management experience of driving change and value-adding, Enterprise Transformation and continuous improvement programmes in complex organisations such as yours. I have worked in many highly regulated industries including FMCG, Defence, Medical, Transportation and Pharmaceutical.
Not only do I possess the Senior Leadership skill set, but I have a strong technical background to Assess, Transform and implement a standardised way of working across any organisation. Focusing on Global Productivity, by instilling best practice and Governance both onshore and offshore to streamline delivery internally and through third party engagements. As a team player who consistently empowers, engages and develops employees on any transformational journey.
My early career spans 10 plus years of Heavy Electronic / Software engineering in various Global locations, working amongst some of the leading Aerospace and Transportation manufacturers. My Roles spanned Design, Manufacturing and process productivity. This generated a transition into more senior delivery PM / Programme Management roles in Aerospace, Military and Medical device manufacturing. My focus was on Mass production and product development lifecycles taking them from concept to full scale manufacturing in various Global locations.
The final 5 years of my career has found myself working alongside the largest Pharma and FMCG clients GSK, Diageo and Unilever; focusing directly in the digital and IT space. As a senior leader in this field I have lead some major initiatives across the whole of the business portfolio. looking at means to digitalise Supply chain, Procurement, Finance, Marketing and the back-office systems. This also entailed the Setting up of a new Digital centre of excellences, bringing on board a series of new digital technologies and providing strategic guidance to all business functions.
I have also served with the British Army as a Reservist serving in several compulsory operational tours, which as you can imagine has developed someone who is Charismatic, disciplined and focused, with the ability to communicate, motivate and get on with all levels of staff and stakeholders.
I believe my background, qualifications and achievements would make me a perfect fit for an organisation such as yours. My CV provides more details about my experiences and accomplishments and I welcome any opportunity to meet with you and discuss how my strengths could be an asset to your team.
I am available for interview at short notice and would be able to start immediately if required.
I look forward to hearing from you in due course.
Not only do I possess the Senior Leadership skill set, but I have a strong technical background to Assess, Transform and implement a standardised way of working across any organisation. Focusing on Global Productivity, by instilling best practice and Governance both onshore and offshore to streamline delivery internally and through third party engagements. As a team player who consistently empowers, engages and develops employees on any transformational journey.
My early career spans 10 plus years of Heavy Electronic / Software engineering in various Global locations, working amongst some of the leading Aerospace and Transportation manufacturers. My Roles spanned Design, Manufacturing and process productivity. This generated a transition into more senior delivery PM / Programme Management roles in Aerospace, Military and Medical device manufacturing. My focus was on Mass production and product development lifecycles taking them from concept to full scale manufacturing in various Global locations.
The final 5 years of my career has found myself working alongside the largest Pharma and FMCG clients GSK, Diageo and Unilever; focusing directly in the digital and IT space. As a senior leader in this field I have lead some major initiatives across the whole of the business portfolio. looking at means to digitalise Supply chain, Procurement, Finance, Marketing and the back-office systems. This also entailed the Setting up of a new Digital centre of excellences, bringing on board a series of new digital technologies and providing strategic guidance to all business functions.
I have also served with the British Army as a Reservist serving in several compulsory operational tours, which as you can imagine has developed someone who is Charismatic, disciplined and focused, with the ability to communicate, motivate and get on with all levels of staff and stakeholders.
I believe my background, qualifications and achievements would make me a perfect fit for an organisation such as yours. My CV provides more details about my experiences and accomplishments and I welcome any opportunity to meet with you and discuss how my strengths could be an asset to your team.
I am available for interview at short notice and would be able to start immediately if required.
I look forward to hearing from you in due course.
Markets
United Kingdom
Industries
Language
German
Good
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2018 - ?
job
Tech
Unilever plc.
Apr 2018 - Present
A British/Dutch multi-national producer of fast moving consumer goods used by 2.5 billion consumers worldwide each
day in 190 countries supported by 155,000 Unilever people deliver generating €52 billion turnover in 2019.
- Work with the IT and Future Fit Operations (FFO) Tech teams to define the 2020 technology road-map for world
class technology enablers for WTS and FFO within an agile environment.
- Lead for overall programme connectivity - gather requirements from C-suite and heads of department and shape
the vision for Workplace Technologies inclusive of safety, security, training and wellbeing and prioritisation during
the FFO programme of works
- Lead the offshore and Near Shore design teams with (Wipro/Cognizant) to design the Employee Experience
application for single point interface and amalgamation of Employee services.
- Translate functional requirement specifications, business cases and vision road-maps and build the user journeys
for visitor management, payments, navigation and other digital initiatives
- Design Interconnectivity as a single package and build the combined Workplace operating model - People,
Processes, Technology and Data
- Process and business case development for overall workplace technology strategy, encompassing creating the IoT
strategy and other workplace innovations including biometrics and automation.
- Set up the product owner groupings with IT leads and lead teams for governance, reporting and WTS best practices
- Build the overarching technology for WTS with a one size fits all model for each building type in the portfolio:
Ø Significantly reduced IT, procurement, energy, physical infrastructure, maintenance, security and people
costs - total cost saving of +$60m per year
- Mitigate future IT performance risks by layering local technologies:
Ø Protected current and future revenues +$10m per year and mitigated loss of revenues by $300k per year
whilst also mitigating a potential $10m worth of regulatory fines per breach
- Build requirements traceability matrix (RTM), identify units of measure and built KPIs based on technology
investments and ROI
- Build a combined data operating model with Data Lead - data strategy feeds and identify inputs/outputs.
Generation of Dashboards (PowerBI) to show site and Real estate performance on Sustainability, Employee
Experience and overall Facilities Management costs.
- Defined the destination architecture view to fully integrate and amalgamate systems into core platforms such as
Planon, MS Teams and Employee Experience Portal Apps
- WTS integrated lifecycle - Demand, To Blueprints, to Catalogue to overall CAPEX costs for Tech, Data and services
- Define the mobilisation documentation sets and future competence centre for on-boarding, off-boarding, training
and support of WTS services. Support Facilities management and wider WTS groupings on all feeds into the mobilisation plan
- Ensured system accessibility and affordability for all regions, led the transformation agenda into the regions and built a catalogue of specifications to allow locally sourced equipment at reduced costs
- Generate the overall security lifecycle design, reduce end-to-end delivery of physical security and build a supplier
road map for security initiatives
- Define the security blueprints for security technologies globally (CCTV, perimeter monitoring, access control
(Avigilon / Milestone))
A British/Dutch multi-national producer of fast moving consumer goods used by 2.5 billion consumers worldwide each
day in 190 countries supported by 155,000 Unilever people deliver generating €52 billion turnover in 2019.
- Work with the IT and Future Fit Operations (FFO) Tech teams to define the 2020 technology road-map for world
class technology enablers for WTS and FFO within an agile environment.
- Lead for overall programme connectivity - gather requirements from C-suite and heads of department and shape
the vision for Workplace Technologies inclusive of safety, security, training and wellbeing and prioritisation during
the FFO programme of works
- Lead the offshore and Near Shore design teams with (Wipro/Cognizant) to design the Employee Experience
application for single point interface and amalgamation of Employee services.
- Translate functional requirement specifications, business cases and vision road-maps and build the user journeys
for visitor management, payments, navigation and other digital initiatives
- Design Interconnectivity as a single package and build the combined Workplace operating model - People,
Processes, Technology and Data
- Process and business case development for overall workplace technology strategy, encompassing creating the IoT
strategy and other workplace innovations including biometrics and automation.
- Set up the product owner groupings with IT leads and lead teams for governance, reporting and WTS best practices
- Build the overarching technology for WTS with a one size fits all model for each building type in the portfolio:
Ø Significantly reduced IT, procurement, energy, physical infrastructure, maintenance, security and people
costs - total cost saving of +$60m per year
- Mitigate future IT performance risks by layering local technologies:
Ø Protected current and future revenues +$10m per year and mitigated loss of revenues by $300k per year
whilst also mitigating a potential $10m worth of regulatory fines per breach
- Build requirements traceability matrix (RTM), identify units of measure and built KPIs based on technology
investments and ROI
- Build a combined data operating model with Data Lead - data strategy feeds and identify inputs/outputs.
Generation of Dashboards (PowerBI) to show site and Real estate performance on Sustainability, Employee
Experience and overall Facilities Management costs.
- Defined the destination architecture view to fully integrate and amalgamate systems into core platforms such as
Planon, MS Teams and Employee Experience Portal Apps
- WTS integrated lifecycle - Demand, To Blueprints, to Catalogue to overall CAPEX costs for Tech, Data and services
- Define the mobilisation documentation sets and future competence centre for on-boarding, off-boarding, training
and support of WTS services. Support Facilities management and wider WTS groupings on all feeds into the mobilisation plan
- Ensured system accessibility and affordability for all regions, led the transformation agenda into the regions and built a catalogue of specifications to allow locally sourced equipment at reduced costs
- Generate the overall security lifecycle design, reduce end-to-end delivery of physical security and build a supplier
road map for security initiatives
- Define the security blueprints for security technologies globally (CCTV, perimeter monitoring, access control
(Avigilon / Milestone))
Regulatory, It, Business cases, Transformation, Support, Safety, Apps, Infrastructure, Monitoring, Offshore, Development, Accessibility, Energy, Energy, Processes, Portal, LED, UP, Sustainability, Operations, Training, Agile, ROI, Procurement, Automation, C, Product owner, Design, Producer, Management, Iot, Architecture, Technology, Security, Business Case
2016 - 2017
job
Global Digital Transformation Programme Lead / Global Portfolio and Productivity Transformation Lead
Diageo plc.
A British multi-national alcoholic beverages company selling to +180 countries and with offices in 80 countries. Diageo
is listed on the London Stock Exchange and is a constituent of the FTSE 100.
- Developed and delivered the full Digital Transformation / Change Programme strategy ensuring best in class across
digital technology solutions, platforms, data / asset security, UAT and marketing initiatives (£10m budget):
Ø Reduced product development cost by +$10m p.a. and enabled an increase in new product revenues +£1m
per new product launch
Ø Enable a cross company operational and marketing saving of £75m p.a.
Ø Contributed to reduced marketing agencies costs by c.£6m p.a. and advertisement spend by +£20m p.a.
- Used Lean Six Sigma initiatives throughout the lifecycle especially Quality Functional Deployment (QFD) and Earned
Value Management (EVM) metrics.
- Captured the 'existing' and 'to be' digital marketing landscape, and aligned stakeholders to ensure the programme
priorities and business drivers remained current for delivery:
Ø Reduced licence fees €340K assessed architectural landscape and mapped future state operating model
aligned with ambitious business aspirations, and also reduced legacy systems
- Project governance including GDPR compliance, risk/data security management and Agile deliverable management:
Ø Mitigated GDPR non-compliance risk, age inappropriate advertising and content distribution (£n in fines)
- Built a team of digital experts and created relationships 3rd party partners - managed a multi-geography, multi-
stream team whilst managing an integrated plan and interdependencies with the workstreams:
Ø Developed a change / engagement strategy to create seamless business transformation by starting small
and creating pull from one brand to the next
- Applied knowledge of Digital Asset Management, Data Management, Campaign Management platforms, Digital
Measurement and Analytics, Adobe Platform and related technologies:
Ø Delivered £20.2m worth of benefits to the business and brands due to multiple technology implementations
- Implemented a new IPaaS API Gateway to link SAP, Salesforce, AEM to drive a bespoke e-commerce B2B platform
- Reduced digital capabilities by looking for cross-over and duplication
- Built an offshore development centre and an in-house internal agency environment
is listed on the London Stock Exchange and is a constituent of the FTSE 100.
- Developed and delivered the full Digital Transformation / Change Programme strategy ensuring best in class across
digital technology solutions, platforms, data / asset security, UAT and marketing initiatives (£10m budget):
Ø Reduced product development cost by +$10m p.a. and enabled an increase in new product revenues +£1m
per new product launch
Ø Enable a cross company operational and marketing saving of £75m p.a.
Ø Contributed to reduced marketing agencies costs by c.£6m p.a. and advertisement spend by +£20m p.a.
- Used Lean Six Sigma initiatives throughout the lifecycle especially Quality Functional Deployment (QFD) and Earned
Value Management (EVM) metrics.
- Captured the 'existing' and 'to be' digital marketing landscape, and aligned stakeholders to ensure the programme
priorities and business drivers remained current for delivery:
Ø Reduced licence fees €340K assessed architectural landscape and mapped future state operating model
aligned with ambitious business aspirations, and also reduced legacy systems
- Project governance including GDPR compliance, risk/data security management and Agile deliverable management:
Ø Mitigated GDPR non-compliance risk, age inappropriate advertising and content distribution (£n in fines)
- Built a team of digital experts and created relationships 3rd party partners - managed a multi-geography, multi-
stream team whilst managing an integrated plan and interdependencies with the workstreams:
Ø Developed a change / engagement strategy to create seamless business transformation by starting small
and creating pull from one brand to the next
- Applied knowledge of Digital Asset Management, Data Management, Campaign Management platforms, Digital
Measurement and Analytics, Adobe Platform and related technologies:
Ø Delivered £20.2m worth of benefits to the business and brands due to multiple technology implementations
- Implemented a new IPaaS API Gateway to link SAP, Salesforce, AEM to drive a bespoke e-commerce B2B platform
- Reduced digital capabilities by looking for cross-over and duplication
- Built an offshore development centre and an in-house internal agency environment
Content, GDpr, GDPR Compliance, Management, Asset Management, Analytics, Technology, Compliance, Security, Lean, Six Sigma, Offshore, Transformation, Adobe, Development, Campaign, Sigma, Digital transformation, Marketing, Advertising, API, B2B, Product development, Budget, SAP, Exchange, Digital Marketing, Deployment, Agile, Data management, E-commerce, C, Salesforce, Business transformation
2014 - 2016
job
Global Digital Delivery Programme Lead
GlaxoSmithKline (GSK).
A British multinational pharmaceutical company listed on the London Stock Exchange and a constituent of the FTSE 100.
As of 2016, the company had a market capitalisation of £81 billion.
- Led the delivery of high-profile business-crucial digital / IT programmes for GSK 1st and 2nd tier brands within Digital
Marketing and Communications (DMC) revenues of upto £1bn: produced apps, websites, analytics (Google/Adobe),
SEO strategies and global rollout initiatives
- Defined New Digital Lifecycle delivery model to streamline global roll out of multi-channel marketing products
across 90+ countries within the highly regulated medical intermediary market and consumer markets:
Ø Enabled an increase in intermediary revenues by +£15m and digital consumer revenues by +£25m
Ø Piloted the first email campaign within GSK using Adobe Campaign
- Developed master build programmes (websites/apps), security and threat mitigation using Agile processes/tools
- Worked with on/offshore technical teams (Infosys) to develop all digital in Adobe Experience Manager (AEM)
- Developed solutions covering all customisation requirements and created a one size fits all initiative to ramp up
global delivery
- Measured digital success and worked with developers to create live performance dashboards in Salesforce and Power BI
- Managed change and configuration management throughout the programme lifecycle
As of 2016, the company had a market capitalisation of £81 billion.
- Led the delivery of high-profile business-crucial digital / IT programmes for GSK 1st and 2nd tier brands within Digital
Marketing and Communications (DMC) revenues of upto £1bn: produced apps, websites, analytics (Google/Adobe),
SEO strategies and global rollout initiatives
- Defined New Digital Lifecycle delivery model to streamline global roll out of multi-channel marketing products
across 90+ countries within the highly regulated medical intermediary market and consumer markets:
Ø Enabled an increase in intermediary revenues by +£15m and digital consumer revenues by +£25m
Ø Piloted the first email campaign within GSK using Adobe Campaign
- Developed master build programmes (websites/apps), security and threat mitigation using Agile processes/tools
- Worked with on/offshore technical teams (Infosys) to develop all digital in Adobe Experience Manager (AEM)
- Developed solutions covering all customisation requirements and created a one size fits all initiative to ramp up
global delivery
- Measured digital success and worked with developers to create live performance dashboards in Salesforce and Power BI
- Managed change and configuration management throughout the programme lifecycle
It, UP, Manager, LED, Processes, Adobe Experience Manager, Campaign, Power, BEE, Google, Configuration Management, Adobe, Apps, Marketing, Offshore, Pharmaceutical, Security, Analytics, Management, Salesforce, Agile, Exchange, Power BI, Websites, Seo
2013 - 2014
job
PMO Lead, Olympus
Global Programme.
Programme manager for 3 parallel full lifecycle NPD projects - budget control £300k-£1m):
Ø Enabled new product revenues for 3 new products worth +£100m over 6 years
- Managed 3 programme teams total ~36 people including technical leads, engineers, regulatory and QA experts
- Mapped project delivery capabilities, developed new methodology and culture based on PMBOK, PRINCE2 and PMI
standards, risk and security measures in line with FDA Audit controls:
Ø Increased 'right first time' performance and better cost controls and improved speed to market by 50%
Ø Enabled new product revenues for 3 new products worth +£100m over 6 years
- Managed 3 programme teams total ~36 people including technical leads, engineers, regulatory and QA experts
- Mapped project delivery capabilities, developed new methodology and culture based on PMBOK, PRINCE2 and PMI
standards, risk and security measures in line with FDA Audit controls:
Ø Increased 'right first time' performance and better cost controls and improved speed to market by 50%
Budget, Prince2, Audit, PMO, QA, Security, Npd, Regulatory, Audit, Manager
2012 - 2013
job
Senior Programme Manager
EnerSys ABSL Aerospace.
- Originated, scoped and developed business plan for an enterprise level project management system.
- Led multi-disciplinary team of 7 to implement new ERP (Microsoft Project Server) solution across England, Scotland
and Hungary and supported Lean Six Sigma initiative to optimise product lifecycle model:
Ø Increased speed to market from 24 months to 12 months
- Defined and delivered New Product Introduction process for software rolling it out across EMES:
Ø Enabled product revenues for 2 major product lines worth + £50m over 3 years
- Delivered ERP solution to budget and deadline, offering Europe- and US-based senior management increased
transparency on product development spend
Early Rail Career
- Led multi-disciplinary team of 7 to implement new ERP (Microsoft Project Server) solution across England, Scotland
and Hungary and supported Lean Six Sigma initiative to optimise product lifecycle model:
Ø Increased speed to market from 24 months to 12 months
- Defined and delivered New Product Introduction process for software rolling it out across EMES:
Ø Enabled product revenues for 2 major product lines worth + £50m over 3 years
- Delivered ERP solution to budget and deadline, offering Europe- and US-based senior management increased
transparency on product development spend
Early Rail Career
Project Management, Product development, Budget, ERP, Lean, Microsoft Project, Management, Six Sigma, It, Development, Software, Server, Enterprise, Sigma, LED, Manager
2012 - 2012
job
Go To Market Project Manager, Product Management Team
TE Connectivity RAIL.
- Launched VESA High Voltage systems product, having previously led it through development
- Maintained P&Ls for VESA VCB product line $100m, delivering through 6 gate process and six sigma
- Led branding strategy; carried out market research to determine strategic positioning and developed a competitive
pricing structure. Established and executed against communication strategy, developing marketing collateral.
Trained global sales force on technical and commercial features
- Single point of contact for global VESA enquiries. Defined LCE bid process, streamlining response time by
standardising content and coordinating stakeholders. Supported global and regional sales teams
- Drove productivity improvements through value stream mapping, supplier assessment and selection. Defined
product warranty and maintenance strategies, clarified returns processes and set up local repair centres and pods in strategic global locations
Key Achievements
- Won global contracts with a value of $7m in 4 months, including a government contract in Turkey valued at $120k
with up to $5m in further opportunities by the end of 2015, a contract with Siemens Infrastructure for the Shanghai
Metro and a project in Korea
- Devised generic Bid/Tender/RFQ process to improve responsiveness/success rate in major contracts
- Defined product road maps for VESA and future NPD product lines
- Improved path to market through strategic partnerships, joint ventures and acquisitions.
- Led cost reduction project for the VESA line - standardizing BOM structures making generic parts, streamlining
manufacturing in India and China through Value Stream Mapping and improving quality of output from local third
party suppliers. Achieved annual $2.5m cost reduction and reduced time to market
- Developed product to link all Project CAPEX and Resource expenses in the Project life cycle to SAP
- Maintained P&Ls for VESA VCB product line $100m, delivering through 6 gate process and six sigma
- Led branding strategy; carried out market research to determine strategic positioning and developed a competitive
pricing structure. Established and executed against communication strategy, developing marketing collateral.
Trained global sales force on technical and commercial features
- Single point of contact for global VESA enquiries. Defined LCE bid process, streamlining response time by
standardising content and coordinating stakeholders. Supported global and regional sales teams
- Drove productivity improvements through value stream mapping, supplier assessment and selection. Defined
product warranty and maintenance strategies, clarified returns processes and set up local repair centres and pods in strategic global locations
Key Achievements
- Won global contracts with a value of $7m in 4 months, including a government contract in Turkey valued at $120k
with up to $5m in further opportunities by the end of 2015, a contract with Siemens Infrastructure for the Shanghai
Metro and a project in Korea
- Devised generic Bid/Tender/RFQ process to improve responsiveness/success rate in major contracts
- Defined product road maps for VESA and future NPD product lines
- Improved path to market through strategic partnerships, joint ventures and acquisitions.
- Led cost reduction project for the VESA line - standardizing BOM structures making generic parts, streamlining
manufacturing in India and China through Value Stream Mapping and improving quality of output from local third
party suppliers. Achieved annual $2.5m cost reduction and reduced time to market
- Developed product to link all Project CAPEX and Resource expenses in the Project life cycle to SAP
It, UP, Manager, LED, Sigma, Processes, Contracts, Go, Value stream mapping, China, Development, Assessment, Infrastructure, Global sales, Marketing, Npd, Six Sigma, Content, Sales, Management, SAP, Contracts, Research, Product Management, Market research, Project Manager, Branding
2007 - 2008
job
Project Engineer
Thermo Fisher Scientific.
2000 - 2005
internship
Electrical Software Apprenticeship
Bombardier Transportation.
Software
1999 - 2005
job
Nuclear, Biological and Chemical Specialist
Territorial Army.
(Deployed in the 2003 Gulf War Iraq)
My education
n/a
Hndhncorequivalent, Electronic/Software and IT Engineering
Hndhncorequivalent, Electronic/Software and IT Engineering
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