Executive Profile

Technology and Business visionary with executive and hands-on experience in automating multi-million pound

enterprises. Strong record of success in creating robust IT architectures and infrastructures. Proven ability to

bring the benefits of IT to solve business issues while managing costs and risks. Act as the enabler to transform

Senior Business Executive needs into a Global Technology capability.

Technology Architecture & Integration Leading Edge Software development

Global IT Delivery & Project Delivery IT Strategy/Development

Budgeting & Cost control Staff Management and Team Building

Organization and Staff Development Strategic Analysis and Internal Consulting

C-Suite engagement Corporate Information framework and capability

Skills & Competencies

Problem solver, lateral thinker and determined, energetic approach, Thrives under pressure, turn around specialist

Stakeholder management, strategic thinking skills.

Strong understanding in the value of Information and how it can be used to improve company decision-making & performance.

Strong communication skills, team player and motivator.

A record of leading multi-functional delivery & support teams in a matrix managed environment using internal & external (off-shore/on-shore).

Highly focussed on Customer relationships and needs, with the ability to interpret into a strategic & Technical implementation.

Full Platform Development (Hardware, Mechanical and software development lifecycle management).

Career Summary

2015 to Now

2012 to 2015

2010 to 2012

2008 to 2010

2003 to 2008

1998 to 2003

1996 to 1998

1992 to 1995

1988 to 1992

Consultant

Marks & Spencer

Barclays Capital

Royal Mail Group

Telefonica O2

M & R Solutions

Bank Calumet

Brown & Williamson

Inland Steel

1979 to 1988

Various Roles

Career History

Consultant.

2015 to Now / Chief Technology Officer

Role is key to transform the technology capability in-line with business vision for the company. Components of the role are outlined as:

Create the strategy and support (DevOps Model) capability aligned to business focus

Build Big Data /IoT environment, allow:

oData Scientist Analytics capability

oSelf Serve reporting

oLoyalty Card programme.

oData Warehouse solution

Generate Data Governance strategy.

Build multi platform transformations for CRM, ERP, ESB, Integration APIs, HR systems, etc.

Build internal/external team capability to support Technology strategy

Delivery structure to support agile delivery, cost control and process integration.

Build Infrastructure to support business applications

Create security model to support: applications, data and people.

Drive architecture and strategy in-line with business needs and technology evolution

Maintain C-Suite relationships.

Own R&D functionality, driving new products and capabilities.

Marks & Spencer.

2012 to 2015 / Technology Director

Role is broken down into a number of key components:

Liaise with C-Suite executives bringing them together to create the corporate vision statement around information technology (Sales, Marketing, Procurement, HR, etc.).

Build a Big Data strategy & Delivery capability to initially support customer loyalty, consisting of:

Data Lakes usage for Analytics

Create self-serve reporting and analytics.

Data Strategy, which includes Data Governance, Data Quality, Data Standards, MDM & Retention.

Create Data Science capability, to include computer to human interactions.

Build multi platform transformations for Web, CRM, ERP, ESB, Integration APIs, HR systems, etc.

Build platform & security capability to support integrated business infrastructure.

Agree delivery framework, aligning to global strategy & operational functions

Manage the internal Strategy & Architect teams for Technology systems, in-line with business focus.

Review suppliers around capability to participate and deliver into above items

Start the journey of creating the delivery/data governance process to support all of the above.

Formalise team, processes and integration to build information technology across the organisation (global locations).

Barclays Group.

2010 to 2012 / Director of Global Information Technology

Key deliverable for this role is to build the internal capability to support global transformation

across Barclays Capital, Wealth, Retail, ABSA and Corporate. Components included building the

internal framework, Capability, Governance, delivery/support Model, Business Integration Process,

Stakeholder Management, and the PMO function and Governance (both Delivery and Data).

Selling the vision to Senior Executives and gaining support/alignment from technology, Operations and

Business teams is a key driver for the strategic vision.

Components for the Global capability are broken down to key areas:

Big Data Technology: Build Big Data platform, with Analytics and Reporting capability.

Technology systems: Web, ERP, CRM, HR systems, BI and Integration.

Organisation Structure: With a global Customer base, create an operating model which can support and

consistently deliver.

Strategy: Design & Implement Information Technology stack across a global customer base.

Capability Drive: Drive towards a fully fit for purpose solution stack, which is fit for today and for future

business needs.

Data: Create global data governance process

Requirements: Support requirements and delivery of global Technology initiatives

Engagement: Consistent engagement with C-Level executives.

Royal Mail Group.

2008 to 2010 / Director of Information Management

My role is to drive the strategic vision for enterprise information & technology functions at the Royal Mail Group level.

Own the delivery & support of enterprise projects within the Royal Mail Group. The current enterprise environments are outsourced to a 3rd Party, owned and managed by RMG. Current budgets are £15M per annum for support & approximately £7M development budget, across a number of disparate systems. A resource to support environments 45, plus 3rd party consultants, this function includes direct reports and a matrixed managed environment when engaging with business reporting functions.

Below are the initiatives in progress to improve the enterprise technology landscape at RMG. Estimated budgets to complete deliverables £45M+.

oConsolidate and upgrade the SAP ERP environments including SAP CRM & SAP campaign management.

oManaged the technology integration of process with Post Office and Parcel Force.

oSupply Chain Visibility: Build source environments which allow data capture and automation of current manual processes.

oEnterprise MDM: Create an enterprise definition around data.

oEnterprise Data Governance: Create the process which allows improved data quality and ownership.

oEnterprise Data Warehouse: This allow Royal Mail to get a view of the complete end to end Customer Experience, therefore allowing improved service to the Customer and get a greater understanding of the overall business/operational functions. Included within this environment is the BI exploitation layer catering for executive dashboards, Management self serve reporting, OLAP & insights analytics.

Drive the technical solution for a new Web presence within the Royal Mail Group. This platform will allow the Royal Mail to build the foundation for a new revenue stream.

Manage the existing Siebel CRM environments including Oracle databases, reporting functions using Siebel Analytics, Cognos and SAS.

Telefonica O2

2003 to 2008/ Director of Information Management & Technology

Key deliverable was to build the vision, framework that allowed the delivery and support of applications within technology. Technologies used Siebel, Teradata, Oracle ERP and Oracle Data Warehouse using OBIEE, SAS. The function involved aligning Technology with Business processes and future capabilities.

Worked with the various business units to determine workload and prioritisation of initiatives. Created a capability within IT to support agreed Business deliverables. Built the vendor partnerships that allowed them an insight into deliverables and allowed the building of a flexible model around workload.

Led on technology initiatives such as platform unification. My function was to gain executive support for funding and gain business backing, even though this may delay some of their initiatives.

Created the controls and skills matrix that allowed the O2 technology team to maintain the knowledge for all deliveries.

Business driven initiatives such as O2 Retail shops, CRM system, O2 portal, ERP system, Billing system consolidation Platform management (MMS, SMS, WAP), Enterprise Data Warehouse, Broadband and Apple Integration.

Financial responsibility for approximately £25M for development and £10M for support budgets. The headcount for this area was in excess of 100 people.

Managed the 3rd party relationship with SI vendors. This included contract negotiations, ongoing relationships around SLA’s and meeting the O2 KPIs around 50/50/50. Reduced cost, improved quality & reduced time to market.

M&R solutions

ABA - 2000 to 2003 / Head of Information.

My role was to create the Technology department, allowing it to be a function that can deliver and support IT initiatives in sync with the various business entities and their goals.

Key objective was to create controls for technology delivery, manage key stakeholders, drive a partnership mentality with Vendors, create the technology vision and evangelise the values of technology across the whole group.

Deliverables:

Initiated & drove the delivery of an Enterprise (Oracle) Data Warehouse Solution in a Greenfield site, across multiple sites. This involved the initial vision through deployment of the BI solution. Components included MDM, Data Quality and Toolset selection.

Implemented high value projects such Oracle ERP, Web Presence, CRM and Campaign Management function.

Created support model and change process for technology

Delivery value was $35M and a $10M support budget. A total resource in this area was around 55+ plus third party resources, also run in a matrix mode by bringing in resources when required.

GE Capitol

1998 to 2000 / Head of Global BI Delivery & Support.

My Key objective is to manage key stakeholders and evangelise the values of information to the business and make sure that deliveries are in-line with BI strategy, Corporate KPIs.

The processes drove the initiative for the Global Federated data warehouse solution within GE pulling information from 13 Data Warehouse solutions around the globe. The initial step was to agree common business model to drive the initiative and managing delivery with multi-sited delivery teams.

The role was about managing the delivery in-line with external developments in the multiple locations across GE. Another part of this effort was encouraging Global Data Governance that could be filtered down to the local groups.

Annual spend for development and support was $12M.

Bank Calumet

1996 to 1998 / Director of Technology

The role was primarily around building the capability and vision that allowed delivery of ERP, CRM & Information Management systems. The role included management of the ongoing Customer relationship through delivery of the end state projects. Managed the technical delivery of the CRM/BI deployments, making sure they where fit for purpose for the longer-term business strategies & the initial deliverables. Development budget was $10M.

Brown & Williamson

1992 to 1996 / Head of Management Information

Successfully introduced and managed a new Data Warehouse solution in a Greenfield location. This role involved selling the concept of Information Management to the Senior Management team and then controlling the project deliverables. The initial phase was to deliver a solution for Customer Service around complaints for both Retail and Wholesale. This grew by integrating other data sources to help improve CSI scores. Delivery budget was $5M.

Inland Steel

1988 to 1992 / Started as DBA and promoted to Senior Program Manager

Initial position was as a DBA, I was elevated to a senior project manager for an End-2-End project, which was Order Entry, through Inventory & Invoicing. I managed a delivery team of 16 people & a budget of $4M.

Ryerson Steel

1986 to 1988 / Started as a Development Lead and was promoted to DBA

Chase Manhattan Bank

1983 to 1986 / Development Lead

Rank Hovis McDougal

1979 to 1983 / Started as a Developer and was promoted to a Development Lead

Other details

Personal details

Name: Peter Rafferty

Tel No: 079*-*******

E-mail: acw54y@r.postjobfree.com

Status: Married

Address: 92 Pinehill Road, Crowthorne, Berkshire,

RG45 7JR

Interests

Sport, Travel, Reading.

Referees

Available on demand

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