1. Tony van Uden CV Summary 2013-08 Page 1 of 5
T o n y v a n U d e n
07850 401919 • tony.van@uden.uk.com
PERSONAL PROFILE
Tony van Uden is an experienced programme director who has successfully delivered multi-million pound change
programmes from initiation, policy development, approval of business case through to full deployment. His
specialism is large complex, technology enabled, business change that typically involve commercial procurement,
vendor bid evaluation, outsourcing, multi-vendor integration and senior stakeholder management. In developing the
strategies and plans for business change he has worked closely with senior and executive management of large
government departments and prominent private-sector organizations.
He has a wealth of demonstrable experience in managing and delivering nationally significant and major publicly
funded programmes.
COMPETENCIES
 Professionally qualified Chartered Engineer;
 Extensive programme & project management (PPM) skills;
 Experienced in Business change management;
 Excellent communication skills, both written and oral;
 Objective problem analysis of complex information to reach practical solutions;
 Ability to get involved the details without getting 'bogged down';
 Good facilitation, analytical, time management and prioritisation skills;
 Objectivity and commercial acumen in appointment and management of third-party providers;
 Design & implementation of effective governance;
 Leadership of large mixed skills teams, from start up through delivery to benefits realisation and closure;
 Implementations involving significant performance improvement and/or business transformation;
 Strong relationship building, negotiation and influencing skills, especially collaborative working with senior
stakeholders;
 Good understanding of change management & operational risks;
 Ability to prioritise competing demands and manage complexity;
 Confidence to challenge the status quo in consultative ways and suggesting viable alternatives.
PERSONAL ATTRIBUTES
 Relationship-orientated, self-motivated with a can-do attitude;
 Energetic and enthusiastic to make a difference;
 Strong interpersonal skills, listens with an open mind;
 Mentoring style that develops teams and individuals;
 Promotes diversity and equality in building cohesive & balanced teams;
 Open and honest communicator;
 Mature approach to issues and conflict resolution;
 Political sensitivity to navigate relationships at the highest level;
 Ability to command respect quickly within an organization;
 Capacity to deal with pressure and challenging targets;
 High ethical standards and personal integrity;
 Sense of purpose, justice and fairness.

2. Curriculum Vitae Tony van Uden
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PROFESSIONAL EXPERIENCE
February 2011 – Present Ofcom - Office of the Communications Regulator
Director, Spectrum Clearance & Awards Programme (SCAP)
Objective & Scope:
 To auction 4G spectrum (800MHz & 2.6GHz) mobile licences to the national network operators to achieve
significant benefit to the UK economy, consumers and citizens.
 A challenging large scale cross-government programme with a budget of £280m to deliver the largest ever,
250MHz, release of electromagnetic spectrum.
 To facilitate the auction through policy development and public consultation, clearance and interference
mitigation for digital terrestrial TV, civil & military Radars, specialist emergency services’ systems for Home
Office and Fire & Rescue Services, and specialist transmission equipment for Short Range Devices and
Programme Making & Special Events. The programme team comprised 100+ Ofcom colleagues (policy,
economist, lawyers, technologists, RF engineers & ICT), several specialist consultancies, radar design
authorities & software suppliers, with a major focus of cross-government working with DCMS, Home Office,
MOD, DCLG, CAA & DfT.
 The programme delivered early, under budget and realised early benefits.
Accountabilities:
 Provide overall leadership and direction through example, and performance management, for the delivery of
the programme, on behalf of the SRO, with personal accountability for outcomes with full financial
responsibility as part of the Ofcom top leadership team;
 Shape and own the relationships between the programme stakeholders, the milestone delivery schedule and
the balance of associated costs/benefits, risks/opportunities and dependencies;
 Manage key strategic risks through the hierarchy from project through the programme to the main board;
 Ensure all initiatives within the programme adhere to programme governance, approval and control processes
and own the PMO’s relationship with other governance bodies;
 Own and execute the programme communications plan relating to senior stakeholders across the business,
including provision of clear reporting and updates to the SRO and the Ofcom Boards, including Risk & Audit
Committee, and other government departments;
 Manage the critical strategic risks facing the programme, utilising Board and senior leadership to mitigate
specific risks in compliance with internal audit and NAO requirements.
Key Achievements:
 Auctioned all 250MHz of spectrum to four mobile network operators -the stated objective being a minimum of
three;
 All interference mitigation activities achieved three months ahead of schedule;
 Procured, customised and tested processes & systems for running a highly secure auction involving £billions in
payments in a risk averse environment;
 Clearance of digital terrestrial TV for the whole of the UK six months ahead of schedule and with significant
positive variance to the budget.
2000 – Feb 2011OGC Gateway high-Risk Reviews
Review Team Leader
Objective & Scope:
 Lead and deliver strategic & efficiency reviews across a number of government departments, using the OGC
Gateway Review process and quality assurance techniques.
 Target programmes were complex and large, 100+ staff, with budgets of several million pounds.
Accountabilities:
 Provide overall direction and leadership to review teams;
 Overall responsibility for a comprehensive, cohesive report which delivers implementable added value
recommendations that are evidence based;
 Presented reports & recommendations to senior officials in their role as SRO for the programmes;
 Rapidly engender confidence in senior officials as to capability, skills and experience.
Key Achievements:
 Assisted delivery of major programmes of work through pragmatic advice for improvements;
 Scrutiny & review of governance and risk management;

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 Ensured good financial controls & management in place for the public funds being deployed;
 Reviews of major transformation programmes, included: NHS-wide Staff Records & Payroll (several reviews);
Whitehall Shared Services; Procurement Strategy for 2012 Olympics; HMRC Single Customer View and British
Council’s business change programmes (several strategic reviews).
Jan 2009 – Feb 2010 Airwave Solutions Limited
Programme Director, Ambulance Radio Programme
Objective & Scope:
 To roll out digital communications to all NHS Ambulance Services in England, Wales and Scotland, including a
fully managed service for the radio terminals, integrated communications control centre systems and mobile
data applications, supported by a single Network Management Centre;
 The Ambulance Service Trusts’ strategy was to deliver major business transformation through improved patient
care, response times & efficiencies.
 The 10-year NPfIT-based services contract with the Department of Health, valued at £390m, involving 14
Ambulance Service Trusts, covering in excess of 11,000 vehicles and 28 intelligent control centres, and an
Airwave team of 100+, with six sub-contractor companies.
Accountabilities:
 Provide overall direction and leadership for the delivery and implementation of the programme, with personal
accountability for its outcome with full profit & loss responsibility;
 Recover the Ambulance Radio Programme (ARP) back to health which was late & having a negative P&L;
 Shape and own the relationship between the programme stakeholders, the milestone delivery & payment
schedules and the associated risks and dependencies;
 Manage key strategic suppliers;
 Work collaboratively with business and product development teams to identify opportunities;
 Provide leadership to the re-engineering of national services centre processes.
Key Achievements:
 Rebuilt the team, recovered the programme to the satisfaction of the Department of Health, the 14 Trusts and
Airwave executive management and owners;
 Reviewed service specifications against service centre performance to identify improvements needed;
 Achieved all P&L targets.
Nov 2006 – Nov 2008 UK Border Agency
Programme Director, Immigration Casework Programme
Objective & Scope:
 To address the merger of the two businesses of Asylum and Managed Migration, implement electronic case
working based on a new target operating model (TOM), which included the organizational and structural
change to achieve “a single view of the customer” to achieve major transformational change in business
processes and technology deployment;
 Implement a technical Service Orientated Architecture (SOA), incorporating single sign-on to business
applications, replacing fragmented IT systems and developing modern business processes using Lean
techniques.
 A core team of civil servants was augmented by use of consultants and contractors to give a team size of over
100; the total budget for the programme, including technology solutions, was £500m.
Accountabilities:
 Initiated and had overall responsibility for the integrity and delivery of the programme;
 Ensured the programme was fully resourced & mobilised;
 Review of business needs and current technology & performance;
 Deliver best in class technology solutions;
 Planned, structured, lead and executed of the Immigration Case Work programme.
Key Achievements:
 Defined, initiated and ran the governance structure, including reporting to Director General and Ministers;
 Gained Home Office Group Investment Board (GIB) approval for the business case and funding, using the five
case model;
 Initiated cross functional relationship building; creating & directing a business design authority to develop the
new TOM;
 Facilitated and participated in user-led change working groups to look at new & improved ways of working;

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 Communicated a persuasive view of the future for case working utilizing a newly defined business model of
Register, Decide & Conclude for all cases;
 Improved migration applicant access channels and rationalised the product set to stop multiple applications
and identity fraud via use of the DWP’s Customer Information Service (CISx) & IPS’s National Identity Scheme
for identity and authentication services;
 Procured the technology partner through an OJEU competitive dialogue.
May 2006 – Nov 2006 National Police Improvement Agency (NPIA)
Impact Programme, Business Change Manager
Objective & Scope:
 NPIA was created to be the single agency for delivering improvements to policing in England and Wales. Part of
this remit was to deliver the next generation of IT systems to all Forces, including the replacement for the
Police National Computer (PNC).
 The Impact programme’s objectives were to deliver key recommendations of the Bichard Report.
Accountabilities:
 Business change, the development of business deliverables, such as the Capability Roadmap for the Impact
programme, based on an understanding of National Intelligence Model (NIM) and Management of Police
Information (MoPI):
 Target Operating Model (TOM) & Blueprint and the various other component elements of programme delivery
reflected in an overall programme plan.
Key Achievements:
 Implemented a process for iterative reviews, maintenance and update of the strategic document set of Vision,
Blueprint and Capability Roadmap;
 Assessed the impact of technology changes on the TOM;
 Coordinated working groups within the six policing business areas.
Aug 2002 – Mar 2004 Immigration & Nationality Directorate (IND)
Programme Manager
Objective & Scope:
 Transformation and down-sizing (40% reduction in FTEs) of IND’s ICT organisation utilising best practice
processes, based on ITIL;
 Earlier, procured and delivered the replacement contract for support and maintenance of IND’s IT services.
 The scope comprised 10,000 users nationally.
Accountabilities:
 Initiation, mobilisation the team and leadership of the programme of work;
 Design and management of an enterprise programme management office (PMO);
 Procurement of the replacement contract for support and maintenance of IND’s ICT services.
Key Achievements:
 Implemented an Intelligent Customer Function into a group ICT shared service that could manage IND’s
technology delivery through the technology partners;
 Reviewed contract performance and service level targets;
 Evaluated and selected enterprise portfolio management tools for dashboard style reporting;
 Ran an OJEU procurement and vendor bid evaluation to select IND’s new ICT service & facilities management
provider; lead the contract negotiations with three short listed suppliers;
 Gained Home Office Group Investment Board (GIB) approval for the business case and funding, using the five
case model;
 Contract was modelled on a Public-Private Partnership (PPP) style and had a value of £200 million and involved
staff transfers under TUPE to the new service provider.

5. Curriculum Vitae Tony van Uden
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2002 Prison Service
Programme Manager
Objective & Scope:
The Private Finance Initiative (PFI) contract, known as Quantum, in place for the delivery of ICT to over 100 prison
establishments across the UK, had a number of areas of difficulty and dispute with the service provider.
Accountabilities:
 Reviewed and renegotiated of the contract;
 Reported progress to the Prison Service Board.
Key Achievements:
 Conducted an issues assessment, negotiated scope and service provisions and subsequently re-baselined the
contract;
 Demonstrated continuing good value to HM Treasury and to gain approval for the revised business case and
contract.
2001 – 2002 National Probation Directorate (NPD)
Programme Manager
Objective & Scope:
An EU procurement for the replacement of a contract for the provision of maintenance and support of IS/IT for the
newly created National Probation Service for England and Wales, including the acquisition of 42 Probation Areas
from local government, for a total of 20,00 staff.
Accountabilities:
 Managed and directed of a team conducting an OJEU procurement, supported by the OGC Gateway Review
process;
 Definition of services levels for each contracted outcome.
Key Achievements:
 Recruited and mobilised a mixed team of civil servants, consultants and contractors;
 Completed the project within budget, to the agreed timescales and ensured it met its critical success factors.
PREVIOUS EXPERIENCE
 2000 Prudential Assurance Europe, Programme Manager;
 1998 – 2000 Anglian Water, Programme Manager;
 1996 – 1998 Leeds Community & Mental Heath NHS Trust, Programme Director;
 1995 – 1996 Liverpool University Hospitals Trust, Procurement Strategy Consultant;
 Pre-1995 experience of financial services (Deutsche Bank, NatWest, CentreFile, Switch EFTPoS, Saudi
Development Fund and Baring Investment Management), Royal Canadian Mounted Police, British Nuclear Fuels,
National Grid, oil industry (Shell, Occidental, Marathon, Saudi Aramco), manufacturing (British Sugar
Corporation) and government departments (Home Office, Education, Health, HM Treasury, HMRC, MOD, British
Council).
PROFESSIONAL QUALIFICATIONS
 Chartered Engineer (CEng);
 Fellow British Computer Society (FBCS);
 Member Chartered Management Institute (MCMI);
 PRINCE2 accredited practitioner.
OTHER INFORMATION
 Nationality: British;
 Marital Status: Married;
 Driving Licence: Full & Clean;
 Security Clearance: SC with the Home Office, expired May 2011;
 Excellent fitness & health.