Gary Cowdrey is an experienced Project Manager with over 18 years of experience in ICT project management and service delivery leadership. He has successfully delivered a variety of projects across multiple industries and organizations. Some of his key achievements include establishing governance models for service delivery, managing virtual and remote teams, and delivering projects on time and on budget. He possesses strong stakeholder engagement, relationship management, and financial skills.

1. Gary Cowdrey
Curriculum Vitae March 2015
18A Bongard Road, Mission Bay, Auckland 1071
Mobile: 027 489 5254
Gary Cowdrey; Project Manager
Gary is a driven, versatile professional with over eighteen years’ experience in the ICT sector, both in the UK and New
Zealand. Gary has consistently delivered results in a broad range of capacities within Project Management, Service
Delivery and Team leadership.
Gary is comfortable working with all levels within an organisation for both external and internal organisations and
focusses on leveraging strong stakeholder engagement and possesses an excellent track record of building and
maintaining value-based relationships with customers, suppliers and project teams alike.
Gary is results and outcome driven, focusing on goals that deliver the best outcomes for both the Client and Business.
Career:
 Health Alliance Senior Project Manager
 Gen-I Project Manager & Lead Service Delivery Manager
 EDS Project Manager – EDS UK Ltd
 Transport for London (EDS Account) Project Manager
 Aon Account (EDS Account) Infrastructure Project Manager
 Ericsson Ltd Desk Top support team Lead / Deployment Project Manager
Key Experience:
Extensive experience with project management methodologies, controls and toolsets. Experienced with Large
Enterprise level projects in Infrastructure, WAN, CMDBs – configuration management of hardware and software assets
and full Configuration Item relationship mapping, WAN, EDRMS, SDLC of software and hardware asset, Follow-Me
Print Management Solutions.
Successful service delivery leader across virtual, direct and remote national teams, focused on developing individuals,
encouraging ownership and responsibility. Responsible for Telco and WAN service delivery management of 1600
clients. Worked with Many clients to resolve business and technical requirements and also to remedy difficult service
complaints at senior exec level. IT Management process improvement. Service Desk operations and service level
management. Service Level reporting, Incident reporting, client review meetings and business performance reporting.
7 years managing WAN projects for Spark Digital Services (formally Gen-i New Zealand)
Senior level stake holder management
Extensive Vendor Management
Traffic Management Planning for Infrastructure – Transport for London projects
Pre-Pay system deployments – Transport for London projects
Strong relationships built with extensive networks across companies in New Zealand and the UK
Strong financial acumen with ability to understand and interpret standard financial data
Natural planner focused on objectives and outcomes and delivering customer satisfaction
MS Project and MS suite
Building owner and council consent processes and management of

2. KEY SKILLS
 Prince 2 – 18 years experience. Agile PM 2010 Practitioner – Qualified 10th February 2015
 Successful team leader having managed virtual, direct and remote International teams, focused on developing
individuals, encouraging ownership and responsibility and truly understanding customer requirements
 Senior Stake holder and Vendor Management
 Strong networker with extensive networks throughout the Telecom Group and across companies in New Zealand
and the UK with proven relationship management with key stakeholders and clients
 Strong financial acumen with ability to understand and interpret standard financial data
 Natural planner focused on goals, building strategies to achieve, driving conscientiously towards delivering on time
whilst making continual incremental improvements
 Excellent interpersonal skills, good experience developing client and user relationships
 ICT Management process development and improvement
 Incident and Problem Management
 Managing difficult and sensitive situations from both internal and external areas of the business
 Large infrastructure rollout / migration projects
 WAN Projects from concept to operational handover with full SDLC
 Strong understanding of Service Delivery and Problem Management
KEY ACHEVEMENTS
 Delivered a business case and CMDB deployment plan with budget for healthAlliance. Estimated budget $2m
 Project Manager and Lead Service Delivery Manager for Spark Digital Services (formally Gen-i) Corporate NZ.
o Gen-i Corporate Services Leadership award for establishing a robust governance model for service delivery
and project management and producing a productive and enthusiastic team. Personally took the reins for
Service Delivery performance during a major transformation where at the time no senior management new
how to manage service delivery appropriately
o Worked across all levels of the client business from Franchise to Enterprise
o Set up Governance model for service delivery corporate and managed a team of four SDMs and various
virtual teams such as Chorus and Visionstream
o Set up a basic PMO for Gen-I Corporate to manage small projects such as WAN and Telco installations,
client ICT relocations and new building management
o Project budgets up to $100,000
 Managed over 100 WAN projects all varying in size and complexity
 Project Manager across the separation of service desk CMDBs and processes for Gen-i Franchise and regional
business offices. This was part of a larger end to end service improvement programme with an overall budget of
$2m
 Project Manager for client service desk system migration from JobTrak to HP Service Centre. This was on a time
and material basis and mostly using BAU staff
 Project Manager for Telecom’s Print Management Solution called Equitrac Follow-Me Printing. Working with HP
and Fiji Xerox NZ went through proof of concept to system deployment across the enterprise. Budget $500,000
 London Pre Pay Expansion Project. Successfully deployed pre-pay travel system called Oyster Card for travelling
on the London underground, busses and trams. Budget $14m. This involved working with many 3rd parties such as

3. BT, Cubic, local councils, Transport for London, road construction contractors, train, bus and tram operating
companies. Main scope was to install network and user equipment infrastructure.
 Deployed a large document management system (EDRMS) for AON UK Nationwide and the Isle of Man. This also
included a desktop and laptop refresh for all 2500 users.
I managed the infrastructure upgrade requirements for the deployment from February 2002 to September 2003
with a budget of approximately $4m.
In this role I was responsible for:
o Server and network requirement upgrades
o Refreshing all desktop and laptops across the estate comprising of 2500 users
o Deployment a new printer and scan centres across estate for entire user base
o Relocation of the London ‘hot’ DR site including COMMS room. Relocated COMMS room in an 8 hour
period
o Worked alongside AON system and application developers and reported to key stakeholders
o Vendor Management for WAN, LAN, user hardware
o Resource Management comprised of AON building owners, EDS desktop and back office server teams,
EDS service desk, AON project teams and AON stakeholders
o Project Management deliverables were:
 Project Brief - Word
 Steer Co Pack and monthly meeting presentations – MS Power Point
 Project Initiation Document – full approach, governance pack, resourcing, design, forecasted
budget
 Master project plan – MS Project
 Project phase schedules – Excel Spreadsheets
 Stake holder meeting matrix and meeting schedules
 Issues and Risk Registers – Word
 Escalation Matrix – Word / Excel
 Communication plan – Word
 Development and test envirnment
 Release Management plan - Word
 Weekly status reporting – Word, SAP reporting
 Full monthly reporting to Steer Co - Presentation
 PMO SAP management of project - SAP / Excel
 Budget reporting and control - Spreadsheet
o AON training programme
o EDS Floor walking teams (post deployment face to face quality checks and remediation of any issues)
 Successfully project managed multiple IT security improvement projects for Transport for London (TFL) with varying
budgetary and resource requirements. Approximate budget of $100,000
 As lead Service Delivery Manager, built excellent relationships with the CIO and IT Managers of several of gen-i’s
largest customers to ensure the successful business process, change and growth including implementation.
 Service Delivery Manager for five years across various Enterprise and Corporate customers.
 In conjunction with EDS EMEA, TFL and representatives from train operating company leads, assisted in the scope
and bid for the Pre-pay expansion project for deployment of service to 11 train operating companies across the UK
 Acting portfolio lead representing EDS PMO on the TFL account managing up to 62 projects and associated Project
Managers and PMO resources.
 Successfully planned and relocated a Document Management Hot DR site across London and re-commissioned
within eight hours.
 Successfully deployed a new standard office environment to over 1,500 UK users as part of the Y2K global refresh
programme of work for Ericsson

4. Training
 Agile PM 2010 Practitioner
 Prince II - have 18 years’ experience managing projects using Prince 2 methodologies
 Project Leadership and Communication – Gen-i
 Risk Management – Gen-i
 Problem Management – Kepner Tregoe
 Troubled project and rapid recovery assessment – Auldhouse
 Communicating to Senior Executives – Gen-i
 ITIL v3 Foundation - Auldhouse
 ITIL Service Level and Financial Management - Auldhouse
 ABCD Risk Management – EDS
PROFESSIONAL HISTORY
ICT Senior Project Manager – Contracted to health Alliance June 2014 –
November 2014
Working in a highly complex environment, Project Managed two environment management discovery projects looking
at the operational management of all health Alliance hardware and software assets with an aim to plan the
development and implementation of a Configuration Management Data Base (CMDB) and also managed a discovery
and pilot phase to address current Disaster Recovery (DR) capability.
Set up a project team consisting of two Business Analysts and leveraged virtual teams within the business to identify
the most critical DHB service lines and mapped the configuration item relationships of those service lines in order to
complete a gap analysis of the entire asset inventory stack.
Presented service gaps, remedial options and recommendations to stand up appropriate projects to address the
operational issues with an aim to have all hardware and software service delivery life cycled (SDLC). Tightened
operational governance around the most critical DHB applications to reduce risk and improve service while addressing
the operational road map to fully mange and support Health Alliance’s customers.
Reviewed the current DR capability and presented findings 6 weeks earlier than planned. Presented a business case
to move to a remedial phase and develop a DR template approach, which would ultimately provide DR plans for the
business.
Key Achievements
 Identified the top 20 of over 700 DHB applications and mapped the service line relationships of the configuration
item (CI) interdependencies
 Increased operational control of the top 20 service line assets by tightening governance around change
management and the current tools used to record CI information
 Associated the service line relationship maps to a Share Point area managing CI assets in order to assist incident
and problem management
 Presented remedial options and recommendations to assist the business make the right decisions around what
projects to fund in order to move towards a CMDB and ultimately a SDLC.
 Presented true current Disaster Recovery capability and remediation approach
 Initiated the development of a DR requirements template, which provides DR plans and recommended service
levels for the business
Gen-i – Senior Service Delivery Manager / Project Manager Mar 2007
– May 2014

5. Lead Gen-i Corporate Service Delivery Manager with a portfolio of over 1500 clients and leadership responsibility for
four Service Deliver Managers, each encompassing their own customer portfolios.
Worked with clients to translate business requirements into formal, but clear service requests, service roadmaps and
projects and often managed the projects end to end.
Key Achievements
 Business Change
 Process Improvement
 Customer Projects
 Internal Projects
 Relationship Management
 Change Management
 Planning and implementation
 Internal and external resource Management
 Incident and problem management
 Working with Sales for Customer solutions including bids and RFP’s
EDS UK – Project Manager Jan 2002 – Dec 2006
EDS is a global IT outsourcing company that manages varied IT outsourcing accounts globally.
Project Manager across two accounts - Aon UK and Transport for London.
Transport for London - IT Project Manager
Key Achievements
 The set up a new programme office for all COMMS security work that comes through the TFL account. This has
been a major success with improvement on time scales and management of all work requests.
 Successful deployment of a new Student and Child Oyster Card Programme within required timescales and
budget.
 The facilitation, management and implementation of a new network infrastructure design between 3 major
management data centres to help manage the student oyster card system
 Engagement and overall management of the BT and Kingston Communications (3rd Party suppliers) to all TFL
stations requiring upgrades for the Oyster Card programme.
 Engagement and overall management of the installations of the student and Child Oyster card systems with Cubic
and TFL.
 Surveyed over 293 stations in and around London as part of a large Pre-Pay expansion project currently running
to a budget of £7,000,000.
 Completed a design and proposal for a retail network expansion project, the budget for this project is £2,000,000.
 Completed a LAN upgrade for TFL’s ticket sales site
 Assisted another project manager on a mobile ticketing design and proposal for TFL
Aon Account – Infrastructure Project Manager
EDS project manager responsible for the rollout of a UK Document Management System and was responsible for all
procurement, installation of hardware, and the deployment of the document management system.
Key Achievements
 Carried out site surveys and planed hardware procurement phases for 11 divisions across London, Romford and
Leicester, totalling 2,500 users.
 Created hardware deployment plans.
 Created user go live schedules and floor walking support.
 Upgraded user hardware, division by division.
 Set up Fujitsu scanning centres for each Aon division

6. Aon Document Management Disaster Recovery Relocation (DR)
Project Management Responsibilities:
 Creating a fully resourced project schedule and obtaining resources.
 Creating task checkpoint documentation.
 Build of new COMMS room at new site.
 Confirm successful backup and close down of old site.
 Move equipment to new site and re-commission within 8 hours.
 Simulate DR by testing installation of new desktop build.
 Confirm checkpoint documentation has been completed with a client representative.
 Completed on time and to budget.
Aon Isle of Man Consolidation
Aon requested EDS to consolidate three sites in the Isle of Man consisting of 80 users in total, and move them to a
new site owned by Anglo Irish. I was responsible for:
 Site surveys of all user software and hardware usage.
 Site surveys for all COMMS connectivity.
 Procurement and procurement delivery schedule plan.
 Comprehensive project plan outlining new COMMS room build, move dates for each site, data backup, data
restore, user testing and rollout of new office environment.
 Closure of old Aon sites.
 Project was on time and to budget.
Ericsson Ltd TUPE to EDS Ltd April 1999 January 2002
Desktop Deployment Project Manager / Desktop team leader
In this role I had two primary areas of responsible for supporting all standard office hardware and software faults. I
was also the technical assistant for a new innovation centre and demonstrated all new Ericsson products to clients.
In this role I also managed a team of sixteen engineers and deployed a new Ericsson Standard Office environment to
over 1,500 users within one year. Supported platforms – Windows 98, WIN NT4.
 Managed and assisted with the build of two rollout offices and support rooms.
 Facilitated engineer training plans for Y2K development.
 Planned and scheduled and delivered deployment schedules for upgrade and future proofing of Ericsson’s
systems in readiness for Y2K
 Created user training schedule and carried out workshops two weeks prior to users going live on new Y2K
system.
 Designed a floor walking system to manage user expectations during the Y2K cutover.
 Designed and implemented a new support system that was deployed to the entire Ericsson user base on
completion of the floor walking support period.
Ericsson Ltd 1996 – 1999
Desktop Support Team Leader
 Managed a team of 15 engineers
 Supported 3 main sites across Ericsson south UK
 Project support
Referees and additional detail available upon request