My full CV updated on a quarterly basis.

1. DDMS
David Dixson
David is a Chartered Engineer, a member of the British Computer Society
and a member of the Institute of Business Consulting (formerly the IMC).
Building on an earlier career in aeronautical engineering, he has gained 30
years of consulting experience with Coopers & Lybrand, Atkins Planning,
Touche Ross Management Consultants, (now Deloitte), and Cornwell
Management Consultants plc. During his consulting career, he has assisted
many clients to exploit the potential of Information Technology, his early
specialist areas being IS and IM Strategy leading to the establishment and
implementation of major transformation programmes. More recently, he
has led many reviews of major programmes and projects involving complex procurements in
areas including IT, construction and equipment procurement.
Shortly after joining Touche in 1983, David undertook a two-year secondment to HM Treasury’s
CCTA, the UK Government’s then key agency on IT matters, and between 1984 and 1986, he
conducted a number of high-profile strategic consulting assignments for government
departments and the MOD, developing information management or information systems
strategies that would enable those departments to more effectively plan their investments in IT.
In 1988, he was elected to the Touche Ross partnership, and led many major assignments for the
MOD and other government departments and agencies, being made head of Touche’s UK
Public Sector Industry practice in 1995.
As a consultant and then Partner, he was responsible for the development of the public sector
business, led many of the largest IS strategies undertaken in the MOD, the police service, and the
public sector more generally, together with studies responding to government reform initiatives
such as Market Testing, Competing for Quality, PFI and Resource Accounting. Additionally, he
led IS and organisational review studies for many public sector bodies and international
organisations including the European Commission, the International Atomic Energy Agency and
the International Maritime Organisation. He led Deloitte’s successful bids for the MOD’s
Resource Accounting project, (CAPITAL), the LCD’s Resource Management project,
(ARAMIS), and the DTI’s Resource Accounting project taking the lead in moving the firm from
a purely advisory practice towards being a delivery organisation. Through this, he has an
intimate knowledge of the risks and constraints affecting large technology dependent “change
management” programmes.
On joining Cornwell Management Consultants plc as a Director in November 1998, David
continued his business development work with the public sector and the MOD, and led a many
major consulting assignments, notably for the DTI, FCO, AWE, GCHQ and the MOD. From
November 2004, when Cornwell went public, to February 2006, he was a plc Board Director.
Since setting up DDMS Consulting Ltd in March 2006, he has continued to act as trusted
advisor to the senior management of public sector organisations: for example, he has completed
a two year assignment providing independent assurance to the UK National Lottery Commission
on the programme management of the politically sensitive competition for the 3rd Lottery
Licence, has recently led reviews of the new Justice Ministry’s Pay and Grading project, and has
conducted audits and reviews of three MOD building projects. He has also supported a FTSE
250 company in the development of a five-year growth strategy for its consulting division, and
has provided support to the same company in two major acquisition projects in its attempts to
meet its ambitious growth aspirations.
David is an OGC Gateway Review Team Leader, and has led reviews of over twenty high risk/
mission critical central government or MOD projects. In addition, he has acted as mentor to the
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2. Programme Directors of two major public sector change programmes, one for the FCO and the
other for the MOD. He has also a member of HM Treasury’s Major Projects Review Group.
RECENT ASSIGNMENTS
David’s recent assignments have included:
 Leadership of the development of a growth strategy for a the consulting arm of a FTSE
100 international service company providing a wide range of support services to UK and
foreign governments and private sector organisations. This required an extensive
examination of the potential market for a broad range of consulting services in both the
UK and overseas and led to the identification of specific actions to achieve agreed goals;
 Support for a FTSE 100 company in pursuing potential acquisitions in support of its
aggressive growth strategy. Significant competitive analysis was carried out and
considerable work was done to determine how the potential targets could be successfully
integrated with the company;
 For HM Treasury’s Major Projects Review Group, a review of the Building Schools for the
Future programme. With a value estimated at £55 Billion, this is one of the largest
programmes funded by government at present;
 As a member of an HM Treasury MPRG team, a review of the Nuclear Decommissioning
Agency’s programme to decommission the Dounreay site in Scotland;
 As a member of an HM Treasury MPRG team, a review of the CLG’s Round 6 Housing
Programme;
 Between 2002 and the present, leadership of over 20 Gateway™ Reviews of high
risk/mission critical projects and programmes including:
 The Building Colleges for the Future Programme,
 MOD Sea King Mk IV Extension,
 MOD Maritime Change Programme,
 MOD Defence Training Rationalisation Programme – 2 reviews,
 The Northern Ireland HR Connect Programme,
 Home Office C3I Project (team member),
 Home Office Asset Recovery Agency – 2 reviews,
 HMRC Lorry Road User Charge – 2 reviews,
 OGC GSI Succession – 4 reviews,
 PITO PNC 3 Project – 2 reviews,
 DTI Broadband Aggregation – 2 reviews,
 ONS 2011 Census,
 Inland Revenue Better Data for Corporation Tax – 2 reviews,
 Two reviews of classified projects in the West Country;
 Appointment by the National Lottery Commission as the Independent Assessor of the
competition to award the 3rd licence for the National Lottery. As well as attendance at all
Project Board and Commissioner’s meetings to provide advice on programme
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3. management and procurement processes overall, he conducted a number of ad-hoc
studies, reviewing, inter alia, management processes and the NLC’s own analysis of
competition risks. On completion of the competition, he was required to prepare a formal
statement confirming that the competition had been fair, and that processes agreed at the
start had been properly followed;
 For HQ Land, a review of the assurance and audit regime for the Army’s Super Multi-
Activity Contracts (SMACs), these being the contracting vehicle for the delivery of “soft”
FM services such as catering, retail and leisure and cleaning. In total, these contracts
represent a considerable proportion of Army support services spend, amounting to £1B
over ten years. He made a significant number of recommendations to enable HQ Land to
establish an assurance regime that would withstand external scrutiny;
 For HQ Land, a review of a failing scheme, the MOD-wide Fuel Subsidy Scheme, which
was in need of complete overhaul. He recommended a new form of scheme which would
more clearly meet the principles underpinning the original scheme and would be seen as
fair by the subsidy recipients;
 For HQ Land, reviews of the projects to build and/or refurbish barracks in London and
Catterick, and to prepare lessons learned papers for the MOD’s Investment Appraisal
Board;
 For the Ministry of Justice, ongoing reviews of the Pay and Grading Project which will
lead to consistency and equality in the pay and grading across previously separate bodies;
 Leadership of an assignment to establish the programme definition of a programme (the
Output Delivery Programme), to improve HQ Land’s ability to plan and respond to
operational demands;
 Leadership of an assignment to assist AWE Aldermaston to introduce more effective
information management, and in particular, to introduce more robust electronic document
and records management procedures;
 Leadership of an assignment to support the development of the business case for the
introduction of more effective knowledge management into the FCO, and alongside this
work, development of the business case for the implementation of EDRM into the
department;
 Providing mentoring and support to the Senior Responsible Owner for a major IS enabled
change programme within the Foreign & Commonwealth Office;
 Providing mentoring and support and advice to the Director of the MOD’s JPA
Programme;
 Leadership of an internal review of an FCO programme to introduce new financial,
personnel and resource management systems. This review was conducted in response to
concerns from the Secretary of State resulting from the failure of major IS enabled change
programmes elsewhere in government;
 Leadership of our work for the DTI to merge two existing Directorates to create the
Information and Workplace Services Directorate. Following the successful completion of
this work, we were asked to examine how the DTI might rationalise its use of office
accommodation and at the same time, improve its efficiency through introduction of new
technology and more flexible working;
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4.  Leadership of the team supporting the MOD HOME Programme in the establishment of
processes and systems to support the effective management of information in the new
environment;
 For DG Info, the conduct of a number of Peer Reviews of major MOD programmes and
projects including, for example, JPASS, DSMS, DRUMM and a review of a body, the Joint
Enterprise Integration Task Force, set up to facilitate better working between Industry and
the MOD;
 Leadership of a study sponsored by the DPA/DLO/Industry led Joint Enterprise
Integration Steering Group, (JEISG), to determine the Information Management
Capabilities required of an “extended enterprise” such as an IPT. This study was
concerned with determining, inter alia, a generic business case for creating and maintaining
an information management function in an enterprise involving many stakeholders;
 For the MOD’s DGSA Programme Coherence Team, and following on from the work for
the JEISG, preparation and facilitation of a workshop to generate actions to improve the
quality of Information Management in the acquisition process;
 Leadership of a number of information management studies conducted for the recently
formed Defence Logistics Organisation. These studies were concerned with the
identification of the capabilities needed to support an Information Management function
within the DLO, and the identification of the specific data coding (key codes) issues that
would need to be dealt with in the short to medium term to allow this complex
organisation to function effectively;
 Following the DLO’s acceptance of our findings on key codes issues, leadership of
Cornwell’s contribution to the design and operation of The Cleansing Project, the DLO’s
programme to clean corporate data in preparation for the development and
implementation of a number of major new systems being developed to assist CDL to meet
the aggressive savings targets he had accepted ;
 Leadership of a study to determine whether the “Governance Model” put in place to
oversee the DLO’s major IT developments would conform to the requirements of the
McCartney report;
 Management of an electronic government pilot, Business with Government, funded from
the Invest to Save budget. The pilot, sponsored by the Inland Revenue and involving HM
Customs & Excise, the DTI, the DfEE, Companies House and ACAS, sought to
demonstrate, using case-based reasoning techniques, whether it would be possible to
provide citizens wishing to start a business with a straightforward, context dependant
method of accessing relevant regulations. Since the completion of the trials, it has been
decided that the pilot system will form the basis of a service to be launched in April 2000
by the newly formed Small Business Service;
 The provision of project management support to Kable Ltd for the conduct of a
programme of research carried out in support of the implementation of the “Modernising
Government” agenda. This programme was sponsored by a number of leading private
and public sector bodies and has tackled a number of issues impacting on the success of
electronic government;
 Jointly with Coopers & Lybrand, (now part of IBM), leadership of the one year bid
programme to win the MOD’s major resource accounting implementation project,
CAPITAL. This involved the creation of solid and mutually beneficial relationships with a
firm that would normally be regarded as a key competitor. The project was won after a
difficult competition against the world’s leading IS services providers, and involved
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5. constant examination of both technical and financial proposals. Following the award of
contract, he was the senior Deloitte partner responsible for keeping the programme on
track, dealing with all resource, financial and quality issues. This contract was awarded in
1996 at a value of £100M and this value has increased many times since then. The
relationships established then have been maintained until the current day through the
successor projects;
 Leadership of the one year bid programme to win the Lord Chancellor’s Department
ARAMIS project. Although the prime contractor on this project was CSL Managed
Services, the bid process was initiated by the consulting group which established the initial
relationships and prepared the ground for the successful bid. This project was won against
competition from one of the world’s leading IS services providers. At contact signing, the
value of this project was £150M;
 Leadership of a successful £4M bid to complete the implementation of the Department
of Trade and Industry’s resource accounting project;
 Joint leadership of a PFI project to consider ways to redevelop the Chelsea Barracks site,
taking full account of the Army’s needs in London. We established the requirements for
the Army, conducted briefings for potential suppliers and developed the process leading to
the choice of a preferred supplier;
 For HM Customs & Excise, management of consultancy input to a joint team
implementing a resource management strategy. Advice was provided in areas such as
resource accounting, programme management and change management. The programme
of work is envisaged to continue for two years or more;
 For English Heritage, examination of the potential for the use of GIS to assist in the
management of historic sites and buildings. The study also considered whether the data
stored in a GIS would enable English Heritage to focus its marketing;
 For the Post Office, a study examining the future direction of the Postal Address File
(PAF) project. The PAF holds important information and in particular, holds postcode
information for the whole of the UK. The Post Office's intention was to achieve 90%
accuracy of postcode information to provide a better service to customers such as mail
order organisations who rely on postcode accuracy;
 For the European Commission, a review of the CADDIA Programme which sponsored
projects concerned with electronic data exchange between the European Commission and
Member States in the areas of agriculture, customs and trade statistics. The review
concentrated on the needs of the Programme in the light of the completion of the Internal
Market and recommended changes in emphasis, content and organisation for the
programme;
 For the International Atomic Energy Agency, a review of the resource management
arrangements in the context of concerns from some member states that projects were not
under sufficiently robust financial approval and control;
 For the International Maritime Organisation, a review of accounting arrangements leading
to advice on the selection of an appropriate software package;
 A feasibility study into the records management function of headquarter divisions of the
Ministry of Agriculture, Fisheries and Food with a view to establishing how the efficiency
of the function could be improved to enable management to maintain better control over
the official records of the Ministry;
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6.  A feasibility study into the development of a new Farm Survey System for the Ministry of
Agriculture Fisheries and Food to replace an existing system nearing the end of its useful
life. This work was conducted using SSADM and was managed under PROMPT;
 Leadership of a major IS Strategy Study for the Royal Navy's Fleet Air Arm covering all
aspects of FAA activity and seeking to ensure that IT played its proper role in achieving
required cost savings. As an integral part of this work, he was responsible for an
investigation into the financial management requirements of the FAA;
 Leadership of the non-operational IS Strategy Study (The Almonds Study) for the British
Army, which developed a detailed strategy spanning ten years for the G (Command) Area.
This assignment also required us to integrate the outputs of the IS Strategy Studies
conducted for the A (Personnel) and Q (Logistics) to provide a coherent IS Strategy for
the Army as a whole;
 Leadership of the non-operational IS Strategy Study for the Royal Air Force concerned
with defining the IT needs of the Command Management functional area of the service
and in particular focusing on the technical infrastructure needs at RAF station level. This
assignment also required us to integrate the IT infrastructure components of its strategies
developed for the Personnel and Logistics Functional Areas to provide a coherent sector
wide strategy for the RAF;
 As an extension to the work on the Almonds study, management of a study concerned
with restructuring and re-prioritising the integrated Army IS strategy to reflect the
consequences of the "Options for Change" debate;
 For the Crown Estate, which manages the hereditary property of the Sovereign, overseeing
an Information Systems Strategy Scoping Study. The study examined the functions of the
Crown Estate office, the quality of the existing business plans and the current IS service
provision. Improvements to the planning process were recommended, and the role of
managing agents clarified, before the full strategy study started;
 For London Underground, management of a feasibility study into improved commitment
accounting and automated invoice matching. The study examined options for an interim
solution to the requirements for better information on outstanding commitments, and
faster processing of invoices;
 Leadership of a study to review the Royal Navy’s personnel area IS Strategy Study in the
context of concerns that previous work had not satisfactorily addressed all key issues;
 Management of the consultant support for the Land Operations Command Strategy
(LOCS). This key IS strategy study covered all aspects of information systems support for
the Army out of barracks, from command and control during large scale conflicts to home
defence and aid to the civil authorities;
 A review of the Naval Operations Management Information Systems Strategy (NOMISS).
The review compared the Navy strategy with equivalent strategies produced for the Army
and the RAF in order to determine whether it was sufficiently comprehensive and whether
it represented a feasible programme of projects for implementation. The review covered
requirements analysis, the applications and technical architecture, the project portfolio,
procurement and funding;
 Working with the Directorate of Naval Personnel Systems in conducting a feasibility study
to determine the suitability of its activities for market testing. The Directorate provides
and supports IT facilities for the Navy pay and manpower systems and wished to develop
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7. a market testing strategy. The relative suitability of services for market testing were
identified and an outline strategy for the market testing process developed;
 For the Ministry of Defence, directing a study examining the benefits and impact of taking
a corporate, MOD-wide approach to data management;
 For the Post Office, management of an assignment for the Customer Forum to review the
productivity of their IT development function and to conduct a benchmarking exercise
against other IT suppliers to prove that they did receive Value for Money. We achieved
this by analysing the results of function point analysis and using 4FRONT
Review4effectiveness;
 In the context of the Defence Research Agency's aim to operate world class systems for
procurement, he directed an assignment to review proposed arrangements for purchasing
and accounts payable management, to compare the proposals with best practice, and
identify initiatives for further improvement;
 Leadership of a high-level Information Systems Strategy for the Army Base Storage and
Distribution Agency, designate, that would become a Defence Agency within four months,
and would operate in a more commercially oriented and more independent business
environment than its predecessor. We were required to carry out the assignment to a very
tight timetable. The agency will manage seven major storage depots; will employ 7,000
staff; and will assume responsibility, using sub-contract agents, for delivery of material to
Units throughout the world;
 For a government department, a study into recruitment and retention within particular
technical disciplines. Internal research was conducted into workforce profiles, the
payment systems and salary levels, work activities and staff and management attitudes.
This was complemented by an external salary survey among analogue organisations.
Recommendations were made covering the appraisal process, the pay and grading systems,
recruitment and professional development;
 For the DTI, management of a full study for a replacement personnel information system.
The assignment involved investigation of the capabilities of the Department's current
system and extensive discussions with staff across the Department to establish their
personnel information needs. Consequently we were able to define a set of options
regarding the ways in which Departmental requirements could be met. Work was
performed against a background of substantial change, both in the personnel arrangements
of the Department and in the public sector generally;
 Directed a business analysis of the Army Base Repair Organisation, A Defence Agency
employing 3,000 staff and concerned with the repair of army equipments, assemblies and
sub-assemblies. The analysis was conducted in the context of major reorganisation, of
market testing of base and district workshops, of the need to implement accrual
accounting and of the need to make ongoing productivity improvements. We identified
performance measures, clarified requirements for workshop control systems and identified
issues influencing configuration of the financial package already acquired by the agency.
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