Chris Hunter has over 25 years of experience in IT leadership roles across multiple industries. He has a proven track record of delivering business transformation and operational excellence through technology. Some of his career achievements include managing an 18 month IT migration project that was completed in 9 months with no major outages, building an internal IT service delivery capability from scratch at Jardine Lloyd Thompson, and removing 40% of the IT budget costs as Head of Service Delivery at Financial Times.

1. Chris Hunter – Profile & Career Summary
A business focused IT executive, I have a proven track record in technology leadership, business transformation,
and operational excellence gained from a variety of roles within the finance, insurance, media, retailing and
software sectors.
Strong IT operational leadership along with a depth of technical knowledge allow me to deliver best-in-class
technical and business solutions across a wide range of areas. Acknowledged, amongst peers and colleagues,
as a technical innovator, I have an excellent track record in increasing business capability through the smart use
of market-leading technology.
Experience in strategic sourcing and partnerships position me to drive business and technology innovation
whilst continuing to deliver to aggressive SLAs and improve service quality through the application of
appropriate “best practice” techniques.
1. PERSONAL DETAILS
ADDRESS: 9 Mansion House Close, Biddenden,
Kent, TN27 8DE
STATUS - Married
PHONE: H: +44 (0) 1580 292445
M: +44 (0) 7507 494411
NATIONALITY - British
Email: cjshunter@gmail.com
2. CAREER SUMMARY
2010 – present Jardine Lloyd Thompson Group plc Group Service Delivery Director
2006 – 2009 Associated Newspapers Ltd Shared Service Director
2002 – 2005 Financial Times Ltd Head of Service Delivery
1996 – 2001 HUON Corporation/IBM European Technical Services Manager
1994 – 1996 Lloyds TSB Group Operations and Technical Management
Roles
1988 – 1994 Lloyds Bank Systems Programmer
1988 – 1988 Sainsbury PLC Systems Programmer
1986 – 1988 Lloyds Bank Programme Design Authority

2. 3. CAREER DETAILS
Group Service Delivery Director, Jardine Lloyd Thompson (JLT) Group plc. – Feb 2009 to present
JLT is one of the world'slargestprovidersof insurance,reinsurance andemployee benefitsrelatedadvice,brokerage
and associatedservicesanditgeneratesrevenuesinexcessof £1.1bn.
My role isresponsible for ensuringoperational stabilityandexcellence throughoutthe JLTGroup,applying
appropriate bestpractice anddelivering the technologythatunderpins the Group’sstrategyaroundinnovationand
collaboration. Initiallyhiredto manage the deliveryof atransitionandtransformationprogramme froma failingfirst
generationoutsource agreementandsubsequentlychargedwith buildinganinternal deliverycapabilityfromazero
base.
Key Challenges Achievements Outcomes / highlights
Manage the migration
from an incumbent
outsource provider to
a new supplier
without impacting
service
An estimated 18 month programme was
completedwithinthe aggressive 9monthtarget
set by our business (and within budget). No
major service loss was experienced.
Our new outsource partner is
now considered a trusted
partner and an extension of
the current contract will
happen in due course.
Transition and
transform IT services
so that underlying
technology capability
is increased
Modern technology components such as
virtualisation, SAN technology, MPLS network
and utilitycomputing were delivered as part of
the programme.
IT service has been taken off
the critical risk register at JLT
and the underpinning
technology has been proven
to scale with the aggressive
growth profile of the
company.
Build, from the
ground up, an ITIL
based, internal
Service Delivery
capability
A professional, ITIL accredited, management
team is now in place. All parts of the
technology stack have internal owners and all
partners are pro-actively managed.
Internal andexternal audits of
our Delivery functions and
processeshave been positive.
Our IT department, as a
whole, is now considered a
‘trusted’ business partner.
Establish a Group
capability for IT
services delivery and
technologyinnovation
I establishedamonthlyforumforall technology
leaders across the Group.
I instigated and planned the inaugural Group
Technology Conference and all subsequent
conferences bringing together technology
leadership across the Group
Our technology leaders from
across the globe are now part
of a Group IT network and
individuals regularly connect
with other members to share
knowledge and deliver
solutions.
Assist the Group CIO
in increasing
technology and
business capability
across the Group.
Instigated and delivered the first Group
software deal across the company
Instigatedanddelivered a capability for mobile
working that is now in use across the Group
Instigated and drove through a new partner
relationshiptodelivernear-shore development
capability
Acknowledgedasthe deputy-
CIO. Permanentattendance
at the MSE (governance
committee forManagement
Services). Excellentpersonal
network withbusinessandIT
leaders throughoutGroup.
Active memberof Jardine
MathesonIT Forum.

3. Shared Service Director, AssociatedNewspapersLtd (ANL) – Apr05 to Jan09
Reportingdirectly tothe CIO, the SharedServicesDirectorwasaseniormemberof the IT leadershipteam. Myrole
was beingresponsible forall of the sharedservicesdeliveredtoANLincludingall developmentcapabilities,all
programme managementcapabilitiesandthe managementanddeliveryof all supportingservices(e.g.Finance
system,HRsystems,Circulationsystems). Iwasadditionallychargedwithanorganisational review of the entire IT
departmentresultinginwholesale changestoworkingpractices.
Key Challenges Achievements& outcomes
Deliverall technology
and businesschange
activitieswithin
budgets
Set up a highly motivated Programme Office and challenged traditional waterfall
methodology:-
- Rescuedseveral ‘stuck’projectsandgainedsponsor buy-intocreative changes in
scope to deliver increased business benefits
- Stewardedacomplete technologyrefreshthatincludedamajornetworkrefresh,
the consolidation of the server estate and rationalisation of the systems set-up
for the 5 major operating companies
- Delivered new circulation, advertising and publishing systems
ReviewITorganisation
structure,socialise and
implement
recommendations
Consolidated 5 different shift patterns into a single IT organisational structure based
around ITIL and other appropriate Best Practice. For the new management team I
designedanddeliveredanexternaltraining and mentoring course to energise the new
organisation, raising the bar in project and service delivery in the process.
Deliverrepeatable cost
benefitstothe overall
organisation
Renegotiatedseveral high-endexternal contractssavingcostsandincreasing capability.
Additionally instigated processes to ensure compliance for all licencing was in place.
Head of Service Delivery,FT.com/Financial Times – Jan02 to Mar06
Reportingdirectlytothe CIO, the Headof Service Delivery was a senior member of the IT leadership team. My role
was to be responsible for instigating service delivery best practices for our FT.com business whilst moving the
website to a ‘premium’ model. As the Financial Times newspaper merged with all its online and syndication
subsidiaries,Ihadthe responsibilityof mergingthe deliverycapabilities of the separate companies to create a 24x7,
follow-the-sun service delivery capability.
Key Challenges Achievements& outcomes
Builda single Service
Delivery capabilityfor3
completelydifferentIT
deliverymodels
Used ITIL to define appropriate best practice for the overall FT Group and constructed
an organisation to control and manage an outsourced IT infrastructure.
I insourced an external helpdesk facility into the IT department and increased the
reputation of the service to the point where it spawned an article in the FT itself.
I createda follow-the-sun24x7capability utilising our offices in London, New York and
Manila.
Remove significantcost
fromthe IT budget.
Nearly40% was removedfromthe ITcost base. Working with technology partners and
utilisingcreative financingtools,we were able torenew almostourentire infrastructure
while lowering our year-on-year costs. Replacing our entire desktop/laptop estate
reduced calls to our newly insourced Service desk by nearly 50% and a guaranteed ‘fix
within 20 minutes’ SLA with our business. Negotiated an innovative, capacity-on-
demand model for all UNIX based technology within the FT.

4. European Technical Service Manager, HUON Corporation/IBM – Nov96 to Dec01
HUON produced software for the General Insurance market and in conjunction with IBM, delivered this solution
across a wide base of UK and Global clients. I was originally recruited to turn around a failing software delivery
model with the added challenge of commercializing the technical expertise within the department.
Key Challenges Achievements& outcomes
Turn an error strewn
productinto one that
couldbe delivered
seamlesslytoclients.
Designedandbuiltasoftware releasemanagementsystemwhichhandled every aspect
of code management from development through to delivery to clients. Within 12
months a new major release of the software was delivered to clients, along with an
automated installation tool that returned zero defects.
Created and hosted a User Group amongst clients to better discuss and resolve
technical issues with the product.
Leverage the inherent
technical knowledge of
the Technical Services
Departmenttodeliver
income tothe company
Resetthe capabilitiesof the teamand marketedthe skillsof the teamtoour clientbase.
From a zero base, the team within 3 years was returning over £2 million of revenue to
the company.