1. Nilesh Bhandari
Profile
Job Title: Service Manager, Outsourcing Manager, Vendor Manager, Contract & Commercial
Manager, Programme & Change Director/Manager and IT Director
Professional Experience: 26 IT and Change Management, Qualifications: BA (Hons) Computing and Business
Specialism: Outsourcing, Service Delivery, and Vendor Management, Contracts & Commercial
Management, IT Management, Technology Delivery, Business & Organisational
Change/Redesign
Email: Nilesh.Bhandari@Approachcl.com, Mobile: 07779702458, Location: Cheshire
Summary
Extensive senior leadership experience in:
■ IT Service Delivery (ICT and ADM)
■ Outsourcing , Transition & Transformation Management
■ Commercial, Contract and Vendor/Supplier Management
■ Change and Programme Management (Technology and Business)
■ IT Application Development & Maintenance (ADM) Management and Infrastructure/Operations Management
Twenty six years’ experience in management roles delivering services, strategies and technology solutions across the
Financial Services and Public sectors, including full Profit and Loss (P&L) and contract management responsibility.
Gained from working for large General, Life and Pensions and Brokerage Insurance organisations and Public sector
groups. Highly experienced in implementing business, regulatory and IT change, outsourcing and transformation
programmes, This has developed my ability to deliver tangible results quickly in a variety of roles, making me an
effective relationship builder and communicator with all types of stakeholders, and established an enviable track record
for delivering high profile initiatives, which are backed up with compelling references.
Experience
Gained experience, by working in senior management roles (at department head level) as a supplier and in a corporate
environment for a number of large organisations before moving into interim IT Management, Change Management,
Programme Delivery, Outsourcing and Vendor/Supplier management.
Specialise as an IT Infrastructure Director, Outsourcing Manager, Service Director, Change Programme Manager &
Director and management Consultant. Successfully defined and delivered many end to end large-scale change
initiatives and resulting target operating models. Managed multiple suppliers and in-house teams throughout these
roles to successfully deliver major outsourcing initiatives, business transformation and regulatory programmes.
Hands on management of IT Infrastructure Service Improvement/Technology Refresh programmes. Led strategic
business reviews/definitions, addressing legacy challenges and company merger programmes, managing relationships
with regulators (in UK & ROI) and internal stakeholders (at board, executive & middle management levels) and external
suppliers throughout my assignments.
Delivered major IT cost efficiency and productivity improvements, consistently achieving costs savings in the region of
25% to 40%. Covered complex IT technologies and interfaces ranging from legacy mainframe and mid-range platforms
to all current scalable IT infrastructure platforms, Cloud computing, Data Centres, Call Centres, Virtualised server,
storage and desktop platforms, collaboration & unified telephony communications and Customer Relationship
Management (CRM) solutions.
Hands on experience of managing all phases of outsourcing procurement, transition, transformation, sourcing change
management and product build programmes:
■ Strategy definition, feasibility and board approval, end to end delivery of the procurement process, procurement
documentation, commercial & contract development and the resulting service transition and transformation.
■ Direct management of the supplier and Client due diligence (the latter covering onshore, offshore and nearshore
capabilities).
■ Managed all the commercial negotiation and contractual phases, either in support roles for Client teams or in a lead
contract negotiator role.
■ Extensive experience in establishing end to end retained supplier management teams and providing structured and
tailored processes for training service delivery and commercial teams to introduce the skills required for managing
the ongoing commercials and delivery (often basing delivery processes around ITIL framework for managing both
internal and externally sourced services).
■ Performed interim Service Delivery manager roles whilst establishing a long term retained organisations.
■ Developed extensive techniques and for ‘fast tracking’ outsourcing selection, due diligence and contractual phases,
but ensuring full and extensive coverage at all times.
Delivered Public sector projects using a five case model in accordance to the guidance given by the Office of
Government Commerce (OGC) in the HM Treasury Green Book for Appraisal and Evaluation and in the HM Treasury
Orange Book for the Management of Risk. Led procurement in accordance to the directives of the Official Journal of
the European Union (OJEU).
Date Updated: Dec 2014 Page 1 of 6

2. Career History (Employer Order)
From To Organisation Role
12/2013 To
date
Universities Superannuation
Scheme Ltd (USS Ltd)
IT Infrastructure Service Improvement &
Technology Refresh Programme Management
10/2012 11/2
013
Universities Superannuation
Scheme Ltd (USS Ltd)
IT Infrastructure Rationalisation & Outsourcing
Programme Management
12/2011 09/2
012
Chartis (AIG) Insurance Solvency II Programme Manager (Data
Management and System Integration)
07/2011 12/2
011
Royal London Insurance Change and Programme Director
05/2010 06/2
011
Royal Liver Assurance Change and Programme Director
08/2008 04/2
010
Royal Liver Assurance
(working on behalf of Winchester
White)
IT Outsourcing, Commercial & Contracts,
Transition & Transformation Programme
Manager
04/2008 07/2
008
Healthcare Commission now Care
Quality Commission
(through Tribal Consulting)
IT Infrastructure Programme Director
09/2007 10/2
007
Co-Operative Insurance Services
(working on behalf of Winchester
White)
BPO Sourcing Market Analysis
04/2007 08/2
007
Healthcare Commission
(through Tribal Consulting)
IT Infrastructure Programme Manager and
Outsourcing Specialist
04/2007 12/2
008
National Farmers Union (NFU)
Mutual Insurance
IT Infrastructure Strategy and Organisational
Change Consultant
10/2007 03/2
008
NFU Mutual (incl Avon Insurance) Programme Manager and Outsourcing
Consultancy
11/2006 08/2
007
NFU Mutual Insurance Transition and Transformation Programme
Manager
01/2006 09/2
006
NFU Mutual Insurance IT Outsourcing Programme Manager and
Consultant
09/2005 12/2
005
NFU Mutual Insurance IT Outsourcing Programme and Sourcing
Consultant
08/2004 08/2
005
Aon Insurance Brokerage IT Service Director for Development &
Infrastructure/Operations
02/2002 07/2
004
Aon Insurance Brokerage IT Development and Support Director
11/2001 01/2
002
Cap Gemini Ernst & Young
(CGE&Y): Various Clients
IT Bid & Client Relationship Director
10/2000 10/2
001
CGE&Y: General Motors Europe Transition and Pan European Service Delivery
Director
04/1998 07/2
000
CGE&Y: Admin Re - Windsor Life
Assurance
Programme & Service Delivery Associate
Director
01/1994 03/1
998
GAN Life and Pensions IT Systems Development Associate Director
12/1991 12/1
993
General Portfolio Life Insurance Programme & Project Manager
1988 1990 Various Life and Savings Financial
Services Organisations
IT Technical and Leadership roles
Assignment Details
IT Infrastructure Service Improvement & Technology Refresh Programme Management – USS
Defined an IT strategy for End User Computing to support the USS business needs aimed at catching up with
technology
Managed the programme to refresh USS’s IT End User Computing estate across the group to support an entire office
relocation (major phases were delivered in the absence of an IT Director, hence I had to report directly to the USS
board members).
Engaged with a number of third party suppliers to access skills across the breadth of technologies and to reduce
execution risks.
Managed the key strategic outsource suppliers and multiple in house resource teams to deliver the front end
technology change across two USS business operations.
Date Updated: Dec 2014 Page 2 of 6

3. Also managed the ongoing Vendor Service Delivery whilst establishing the Business As Usual target operating and
governance models.
Managed the full selection, commercial negotiation, contract award and implementation phases. Cost savings in range
of 25% to 35% across a number of services was achieved.
Gained sponsorship from the Executive team and established relationship with senior departmental management/ user
stakeholders to the successfully deliver all the outcomes of the programme
Technologies Covered: Migrating Windows XP to 7 and 8.1, Windows Server 2003 to 2010, MS 2007 to 2013.
Introduced Windows tablets, Microsoft Direct Access solution, Citrix XenDesktop v 7.5, Hyper-V 2012, Microsoft Lync
2013 Instant Messaging & Presentation for collaboration along with Lync VOIP telephony solution using Gamma SIP,
Windows and iOS based SMART phones, corporate Wi-Fi and ‘follow me’ secure Multi-Functional Device (MFD)
managed printing service.
IT Infrastructure Rationalisation & Outsourcing Programme Management – USS
Defined an IT strategy for the back end infrastructure to support USS business needs of cost efficiency, resilience &
flexibility.
Reporting directly into the IT Director and USS board members, managed a programme to rationalise the IT
Infrastructure services across USS’s pensions and investment arms. This resulted in externally hosting USS’s IT
Infrastructure in 2 supplier data centres located in the Northwest and South of England.
Managed the full selection, commercial negotiation and contract award phases (which included the definition of the
commercial and delivery aspects of the contract).
Defined an outsourcing benefit case, which provided a 32% cost saving and took responsibility for the implementation
phases.
Defined the target and governance operating models, provided training & coaching to USS staff for managing the on-
going vendor service delivery and related contract management. Performed the interim Vendor Manager role until a
permanent resource was recruited. Managed a number of outgoing suppliers, a prime incoming supplier and multiple in
house resource teams to deliver the back end technology change across two USS business operations.
Worked closely with internal audit, risk and compliance teams to minimise operational disruption and ensure that
service continuity arrangements were in place throughout the programme delivery and transition into Business As
Usual, providing regular updates to the pension’s regulator, the FCA and USS Institutions.
Technologies Covered: Virtualisation of the server estate (P2V & V2V). TinTri Virtualised & Application aware flash
based SSD Storage Area (SAN) solution, HP Left Hand SAN. Citrix Farm for Citrix XenApp v 6.5, VMware ESXi &
vSphere. CommVault Backup. Public and Private Cloud based Data Centre hosting. Symantec.Cloud email and
archiving services. Active Directory consolidation. Migration of MS Exchange 2007 to 2013. Cisco Network Switches
and Firewalls. BT and Virgin VPLS. Oracle and SQL Databases
SII Data Management and System Integration Programme Manager – Chartis (AIG) Insurance
Led a health check on the UK, US and ROI IT delivery teams and implemented a ‘Route to Green” corrective action
plan for a ‘Red’ status Solvency II Systems and Data Programme (Data Management & FSA Self-Assessment
Template, SAT, Documentation and IT Systems controls).
The corrective actions enabled Chartis to meet their committed Pillar I Internal Model & Standard Formula, Pillar II and
Pillar III regulatory deadlines for their UK, ROI & Europe operations. This component of the programme had a $31m
budget; $12m had already been spent without delivery prior to my involvement. Closed out a number of initial deliveries
to gain back confidence from the Chartis Executives.
Implemented actions on scope scale down, technical delivery approach, internal and external resourcing model to meet
the requirements of all three Pillars, reduced overall budgets and execution risks. Carefully managing stakeholders
across all Chartis country regions to gain buy in (i.e. from Actuarial, Reinsurance, Risk, Finance etc).
Kept the FSA, Chartis Regulatory and Internal Audit fully appraised of the corrective actions by regularly presenting
recovery actions to the Chartis Executive Committee, Internal Audit and External PwC auditors.
Established a robust management and delivery team consisting of permanent Chartis management and Ernst & Young
(EY) resources to stabilise the programme and ensure that the initial critical pre IMAP deliveries were achieved by
September 2012 followed by gaining Internal Model approval during quarter two of 2013.
Created a joint Chartis and EY team that were capable of successfully executing the corrective actions to deliver the
programme, which provided the Chartis board confidence to close this phase of the programme and initiate the
handover to Business as Usual.
Change and Programme Director – Royal London Insurance (RLI)
Managed the delivery of the post-merger ‘day one’ integration activities with Royal Liver’s business operations on
completion of Royal London’s acquisition of the Royal Liver Group.
Managed the transition for the closedown of the Liverpool operation. In parallel, supported RLI in their acquisition of the
Co-operative Financial Services (CFS) Life and Savings business, by jointly developing the operational schedules of a
Transitional Services Agreement (TSA) for the provision of IT Infrastructure and Development Services from
CFS/Steria to RLI. Also planned the transition approach for recapturing services and migrating/cloning the CFS Life &
Savings IT Systems and Infrastructure Services from CFS to RLI at the end of the TSA term.
Maintained responsibility for Royal London’s Liverpool business operations Change Programme portfolio until the
transition of this role to the Royal London’s Wilmslow operation.
Date Updated: Dec 2014 Page 3 of 6

4. Change and Programme Director – Royal Liver Assurance (RLA)
Took charge of a change delivery programme from Deloitte’s which was aimed at reviewing RLA’s strategic business
direction, addressing legacy challenges and implementing a long term operating solution. RLA’s strategic choices were
either a merger with Royal London Insurance or deployment of a standalone business model involving a TPA
arrangement with a ‘lean’ retained business target operating model.
Responsible for delivering the merger programme, during which, dealt with stakeholders from RLA and Royal London
to deliver the key Actuarial, Finance, HR and Servicing work streams, including interfacing with the FSA on the
programme timetable and FSA’s activities.
Micro managed the critical path Actuarial deliverables, which involved dealing directly with the Actuarial Function
Heads and their teams at RLA, Towers Watson and Royal London, as well as the Independent Actuary at Deloitte’s, to
ensure timely completion of the Actuarial deliverables.
Assisted in planning and managing the pre-merger readiness and post-merger integration phases for the key functional
areas (e.g. Finance, Actuarial and Client Operations).
Also took responsibility for managing RLA’s overall key strategic and tactical Change Programme portfolio reporting
directly to the RLA board (including business transformation and regulatory projects such as Solvency II). As part of
Solvency II responsibility, worked with advisors from Deloitte and Towers Watson and reported directly to the RLA
board in progressing towards an internal model approval during 2012.
IT Outsourcing, Commercial & Contracts, Transition & Transformation Programme Manager – RLA
Reported to the RLA IT Group Head in managing the end to end process for outsourcing the whole of IT Application
Management and Infrastructure which included Application Development, Support, Data Centres, Desk Tops,
Networks, Telecommunications and Service Desk.
Managed the set up and training of the RLA outsourcing and retained teams. The outsource had a contract value of c
£50 million and resulted transferring of c82 roles and 40 existing suppliers.
Managed all procurement phases covering the Request for Information and Proposal (RFI and RFP), selection,
evaluation, supplier and client due diligence and all commercial, contractual developments & negotiations.
Supported the IT Director in the contract negotiations, in dealing with Indian offshore and UK based suppliers
throughout the tender process, i.e. Wipro, HCL, Atos Origin, IBM, Logica, Steria and Cognizant.
Defined the target operating model and provided tailored processes, training and coaching for the RLA retained teams,
introducing the skills required for delivering internal and outsourcing solutions, the on-going service delivery and
contracts management. Performed the interim Vendor Management and Service Delivery role.
Cost reductions in excess of 28% were achieved. The contractual terms were based on a Services Supply Agreement
covering both Business Process, IT Outsource and Project Delivery; with a number of specific Statements of Work,
which allows RLA to introduce future services if required.
IT Infrastructure Programme Director and Outsourcing Specialist – Care Quality Commission
Working through Tribal Consulting, managed the Programme delivery and provided sourcing advice to develop Outline
Business Case (OBC) and Full Business (FBC) for the Healthcare Commission to select and implement an IT
outsource to CSC. The project was delivered using a five case model in accordance to the guidance given by the
Office of Government Commerce (OGC) in the HM Treasury Green Book for Appraisal and Evaluation and in the HM
Treasury Orange Book for the Management of Risk.
Sourcing Specialist and Market Research – Co-Operative Insurance Services
As a Winchester White associate, provided commercially sensitive research and market analysis services for Co-
Operative Insurance Services. Delivered a strategic report on sourcing options for Human Resources (HR), Finance
and Accounting (F&A), Compliance and Actuarial services.
IT Infrastructure Programme Manager and Outsourcing Specialist – Care Quality Commission &
Gulf Air
Working through Tribal Consulting, assisted in Programme delivery and provided IT sourcing advice as a Sourcing
Subject Matter Specialist and took responsibility for delivering a Strategic Outline Case (SOC) for the Healthcare
Commission to establish the groups IT sourcing strategy for merger with two other Department of Health Commissions
in readiness for the creation of the Care Quality Commission (CQC), the transfer of IT services to a common external
supplier, and other regulatory changes due to be implemented over the next two years. The project was delivered
using the OGC model and HM Treasury Green Book guidelines.
I provided IT sourcing advice as a Sourcing Subject Matter Specialist to Gulf Air on insourcing existing services from
EDS.
IT Infrastructure Strategy and Organisational Change Consultant – NFU Mutual Insurance
On a consultancy basis and as part of a long term engagement for providing advisory services to the Group Services
and the IT Director, Programme managed the activities and established an internal team for the end to end process for
selecting an outsourcing partner for IT Testing Services to support the General Insurance and Life systems.
This was part of an on-going programme of change within the NFUM shared service areas. The short listed suppliers
were TCS, Cognizant, L&T Infotech, Atos Origin, Mindtree, CSC Covansys, Perot, Hexaware etc.
I took responsibility for the contract construction, service transition and defining and establishing the governance for
supporting the ‘on going’ service delivery of IT Testing Services.
Programme Manager – NFU Mutual and Avon Insurance
Completed a contracts ‘health check’ for a strategic package solution being supplied by the Target Group to support
the NFUM General Insurance business.
Date Updated: Dec 2014 Page 4 of 6

5. Restructured a multimillion pound contract, renegotiated key terms, introduced a managed service model between
three organisations using the ITIL service model and established the appropriate governance model for managing the
long term strategic relationship.
Also worked for Avon Insurance on a multimillion pound programme, assisted in a procurement of the third party TIA
General Insurance package, the implementation of the associated business change and IT migration activities and
defined the full contractual terms & schedules, deliverables, Service Levels (SLAs) and remedies for an implementation
supplier to deliver the end to end project.
Transition & Programme Manager and Outsource Consultant – NFU Mutual Insurance
Provided subject matter expertise to the NFUM Transition and Transformation team to enable NFUM to deliver their
contractual commitment to transition. Facilitated in supplier quality checks and issue management, and was specifically
asked to oversee the implementation of the contract and service management governance and associated IT
Infrastructure Library (ITIL) processes between the two parties.
Provided coaching and best practice standards for all these areas and also produced contract summaries with various
views to assist the NFUM retained service delivery and contract management teams with contract familiarisation and
ongoing service management.
IT Outsourcing Programme Manager and Consultant – NFU Mutual Insurance
Managed the end to end process for outsourcing IT Technical and Infrastructure for the General Insurance and Life
systems which included the Data Centres, Desk Tops, Networks, Telecommunications and IT Service Desk Services.
Managed the request for proposal definition, selection, evaluation, supplier/Client due diligence, contract development
& negotiations (took the lead contract negotiator role at NFUM’s request).
The outsource resulted in transferring c100 roles and 80 existing suppliers. The contract was valued at £90 million.
Took responsibility for training the NFUM outsourcing project team and provided tailored processes and training for
NFUM to introduce the skills required for delivering outsourcing solutions.
Cost reductions in excess of 25% were achieved based on a non-aggressive offshore model; further savings were
anticipated. The contractual terms were based on a Master Services Agreement covering both Business Process and
IT Outsource; with a number of specific Statements of Work, allowing NFUM to easily introduce future services.
IT Outsourcing Programme Manager and Sourcing Consultant – NFU Mutual Insurance
Provided consultancy to NFUM for defining a group level Sourcing Policy and Strategy to deliver efficiencies and allow
NFUM to focus on core competencies. The Sourcing Strategy was aimed at centralising the IT support of the General
Insurance and Life divisions and resulted in initiating a feasibility study for outsourcing parts of the IT service. I
Managed a formal feasibility study to Market Test the existing internal services with ‘best of breed’ industry models.
The study formally benchmarked current commercial and delivery metrics against external suppliers capabilities. The
study was concluded by board approval to progress with outsourcing parts of the IT Service.
IT Director for Development & Infrastructure – Aon Insurance Brokerage
Service Director responsible for the delivery of Application Management, Development and Infrastructure services via
two key suppliers and large internal teams, leveraging an offshore model where appropriate. Responsibility also
extended to various product suppliers. Suppliers ranged from strategic high tier to a number of tactical medium to low
tier suppliers, resulting in the management of IT budgets of c £40 million per annum, (Suppliers used were INFOSYS,
Detica, Accenture, Logica CMG and EDS).
IT Development and Support Director – Aon Insurance Brokerage
Managed group IT Application Development & Support (using in-house and 3rd
party supplier teams).
Delivered major programme and outsourcing initiatives, leveraging onshore and offshore delivery models, (suppliers
involved were TCS, WIPRO and Logica).
Led the onshore and offshore outsource transition and transformation phases (70% offshore), resulting in robust
service governance models and associated ITIL service and interface processes.
Regularly spent time, in India, leading audits to ensure service compliance of the final delivery model to various
security, CMMI, CoBit, SOX and FSA standards and guidelines.
Piloted the first Business Process Outsource of the back office claims processing. This set the foundations for all future
Business and IT outsourcing activities at Aon UK which were outsourced to Xchanging.
Key achievements at Aon were:
■ Rationalised separate IT divisions into two centralised pools, segregated Support, Development, Testing and
Project Delivery services. Reduced Support costs by 25% over 2 years, attained high productivity levels as
evidenced by Gartner benchmarking. Streamlined processes and eliminated inefficiencies, increased staff
utilisation from 58% to 78%. Established a supplier management function to rationalise supplier contracts and
deliver cost savings.
■ Set outsource strategies and managed internally and externally resourced outsource project teams. Established a
retained management team to manage outsource suppliers during the transition and on-going delivery.
■ Outsourced to India and Poland achieving cost reductions for Application Development and Support services for
over 270 applications whilst sustaining the quality of service. Year one cost reductions in excess of 40% and on-
going targets in excess of 50% over the length of the contract were achieved. Phase 1 involved 120 staff transfer
via TUPE and 6 key supplier services, with a value of £75m over 7 years, phase 2 involved c100 staff transfers.
Bid and Client Relationship Director - Cap Gemini Ernst & Young, CGE&Y (Client: Various)
Date Updated: Dec 2014 Page 5 of 6

6. Set up of pan-European Application Management Delivery Centres based in central & southern Europe and UK for
Application Support and Development. Successfully led bid teams preparing proposals for major global clients from
Financial Services, Automotive, and TELCO sectors.
Transition and Pan European Service Delivery Director - CGE&Y (Client: General Motors Europe)
Managed a multi-platform and client location transitions and the creation of a pan-European delivery centre for
application management and development, in Germany, with a contract value of £200 million. Responsibilities;
management of c 80 staff members across six European countries, establishing delivery centre capabilities which
acted as a ‘spring board’ for providing delivery services for future central European clients. Implemented processes to
attain certification for the Capability Maturity Model (CMM).
Programme and Delivery Associate Director - CGE&Y (Client: Admin Re - Windsor Life Assurance, WLA)
Managed the development and migration programme for the transfer of all of GAN Life and Pensions IT systems to a
WLA Alpha Insurance/Pensions platform (due to share holder requirements, the migration had to be completed within a
fixed 2 year period, which involved in excess of 50 product types and c500,000 policies).
Took full responsibility for delivering application support, development and programme services for WLA. This had a
revenue stream of £21 million pa. Teams consisted of 8-10 service and project managers and 80 staff members. After
which, took a lead programme role advising WLA on the IT Migration of Life and Pensions systems for various closed
book acquisitions.
IT Systems Development Associate Director – GAN GI & Life
Managed GAN’s Systems Development group which were responsible for project management, business analysis,
system design & build, testing, deployment and application support. Sponsored a joint IT transformation programme
between CSC and GAN.
Was responsible for defining IT strategies and road maps to support business needs. Took a ‘hands on’ approach for
the overall IT programme delivery for the core releases of a third party package and bespoke solution to support the
Life, Pensions and Investment business, this was based on an INGENIUM framework, (a Solcorp/EDS package), and
was delivered as part of a £30 million programme.
Date Updated: Dec 2014 Page 6 of 6

7. Set up of pan-European Application Management Delivery Centres based in central & southern Europe and UK for
Application Support and Development. Successfully led bid teams preparing proposals for major global clients from
Financial Services, Automotive, and TELCO sectors.
Transition and Pan European Service Delivery Director - CGE&Y (Client: General Motors Europe)
Managed a multi-platform and client location transitions and the creation of a pan-European delivery centre for
application management and development, in Germany, with a contract value of £200 million. Responsibilities;
management of c 80 staff members across six European countries, establishing delivery centre capabilities which
acted as a ‘spring board’ for providing delivery services for future central European clients. Implemented processes to
attain certification for the Capability Maturity Model (CMM).
Programme and Delivery Associate Director - CGE&Y (Client: Admin Re - Windsor Life Assurance, WLA)
Managed the development and migration programme for the transfer of all of GAN Life and Pensions IT systems to a
WLA Alpha Insurance/Pensions platform (due to share holder requirements, the migration had to be completed within a
fixed 2 year period, which involved in excess of 50 product types and c500,000 policies).
Took full responsibility for delivering application support, development and programme services for WLA. This had a
revenue stream of £21 million pa. Teams consisted of 8-10 service and project managers and 80 staff members. After
which, took a lead programme role advising WLA on the IT Migration of Life and Pensions systems for various closed
book acquisitions.
IT Systems Development Associate Director – GAN GI & Life
Managed GAN’s Systems Development group which were responsible for project management, business analysis,
system design & build, testing, deployment and application support. Sponsored a joint IT transformation programme
between CSC and GAN.
Was responsible for defining IT strategies and road maps to support business needs. Took a ‘hands on’ approach for
the overall IT programme delivery for the core releases of a third party package and bespoke solution to support the
Life, Pensions and Investment business, this was based on an INGENIUM framework, (a Solcorp/EDS package), and
was delivered as part of a £30 million programme.
Date Updated: Dec 2014 Page 6 of 6