Mark Hughes has over 20 years of experience in IT management roles, including supplier contract management, service delivery management, IT strategy development, and project management. He has a track record of establishing new IT functions and frameworks, managing multi-million pound budgets, and leading teams of up to 10 staff. His most recent role was as an IT Supplier Contract and Assurance Manager where he was responsible for supplier selection, contract negotiation, and ongoing contract management.

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Mark Hughes
A self motivated and experienced IT professional with a
comprehensive range of IT experience and encompassing sound
interpersonal, communication and management skills
Email:msh2906@hotmail.com
Mobile:07717 137934
Skills:
Commercial ITManagement, Contract analysis, negotiation, governance, relationship
management, service delivery management, compliance(pensions and investment),
project management, change/transformation management, business analysis, team
leadership, budget management, chairing meetings tosenior management level.
Universities SuperannuationScheme – 1995 to January 2016
IT SupplierContractandAssuranceManager2012– Present
Supplier selection fora number of IT systems including company-wideprocurement
system and benchmark providers. Prepared RFI and RFP documentation, response and
contractassessment, faceto face negotiation and charge minimisation. This also
involveddirecting user department representatives whohad minimal experience of
supplier selection.
Liaising with and advising the corporate legal section as tothe operational and
commercial impact of contractconditions. This was based around experience of how
supplier/client relationships workin practice.
Ongoing supplier contractmanagement based on defined governance procedures and
principles including contractchange management, commercial management, supplier
performance management and innovation and compliance.Developing collaborative
working relationships not only with the vendor management team, but also withtheir
key technical and operational staff to establish and promote a robust communication
channels.
Working with the internal management team to resolve issues, maximise the
effectivenessof supplier service delivery, and keep them informed of supplier deals that
would minimise costs.
Chairing contract governance meetings, review and reporting of contractcost
monitoring.
Transitioning newly established services to the Service Delivery section.
Review of contracts and governance records withinternal and external auditors.
Assessing the corporate strategic and business plans to identify requirements for new
services and changes to existing contracts in order forcompany objectivesto be
achieved.

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Establishment and operating of a contractregister to interface with the annual
budgeting process.
Benchmarking of the external hosted service provider. Ran the benchmark supplier
selection process, pre-signature contractreview,data gathering coordination, results
review and presentation to directors. The results indicated that the original contract
continued to provide good value formoney.
Contract Type Experience
- Establishment of an externally hosted data centre provider
- Desktop refresh provision and support
- Mobile communications
- Softwareprovision and support & maintenance.
- IT data security (testing and consultancy)
- Database administration provision
- Softwareasset management
- Recruitment (contract&permanent)
-
ServiceDelivery andDevelopmentManager(2010– 2012)
Responsible forthe initial establishment and operation of the USS ITILbased service
management frameworkand service desk with ten staff.
Consolidated four disparate service desks under one system and organisational unit to
deliver service management across the company using SupportworksITIL compliant
software. This included the implementation of ITILbased processes for service request,
incident, major incident, problem and change. A service catalogue was also created.
Implemented software asset management across the corporateIT estate using the Snow
tool. Achieved the first ever Microsoft compliancecertificate awarded to the company.
The establishment of this function included: provisioning equipment and space, staff
recruitment, training, communicating and agreeing transition to customers across two
officesincluding agreement on sla’s, establishing management information provision.
Cooperated with the incoming replacement manager to provide a smooth transition.
Conducted a company wide IT Customer Satisfaction Survey. Sought and secured
director level approval for the survey and preferred supplier. Reviewed and approved
questions, provided communication materiel, presented in depth analysis to IT
directors. The results were used to assist in formulating the company IT strategy and an
improvement programme forthe IT department.
The development aspect of my role involvedrunning a team of fivestaff responsible for
the tier twosupport and main pension administration system bug fixing and minor
development.
IT Strategy
2010 - 2012 Responsible forthe coordination and presentation of the IT strategy
review including recommending improvement plans, tasks foraction and areas for
investigation.

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IT Governance
Re-designed the IT governance structure in line withBS 13500. Established IT
governance bodies – IT Steering Committee, Risk Management Board, Strategy Review
Forum including full terms of reference.
Created and established a suite of IT policies, obtaining board approval and
implementing via a communications programme to ITand business staff.
IT Management
Staff management of IT and project teams. Organisation, allocation , prioritisation,
appraisal and disciplinary.
Responsible forthe creation, monitoring and reporting of the IT department budget.
SAM
Introduced a structured SAM functionutilising the SNOWsoftware tool. Vendor
selection, tool selection. Achieved the first ever certificateof MS compliance.
Riskand AuditComplianceManager
Responsible forthe department risk analysis, monitoring and management. Prepare the
departmental and IT management risk registers, and oversee their regular assessment
and update.
Managing the development and successful implementation of solutions to audit findings
especially within, system access, database and service management functions. Agreed
and planned the external and internal audit programmes for IT. Compiled and managed
the improvement plans emanating fromthe recommendations.
QualitySecurityand Compliance
Implemented and ran the company’s Information Security Forum
IT Change
1995 – 2005 Business analysis and project management lead forthe ITdepartment.
Responsible forthe implementation of change management standards including an
analysis methodology based on DSDM, Prince2 projectmanagement.
2008 – 2010 No IT Directorin place. Tookover contractand supplier management,
compliance, budgeting, lead the first moveto a virtualised environment for the
company’s web facing systems, penetration testing and reporting direct to Ch Exec.
Undertook pm for ‘overflow’projectse.g. accounts system upgrades, admin systems,
Lead Role in department reorganisation
1995- 2008Businessanalyst,Projectmanager
Responsible forthe implementation and transition to operation of a company wide
automated document management/workflow system with attendant desktop
technology. The initial movewas from a mid-frame technical platform serving a limited

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number of dumb terminals. Member data were held as paper records. The
implementation included detailed process analysis and rationalisation for conversionto
automated workflow,installation in new offices,user training, supplier management,
establishment of an MIS system (based on Crystal Reports – now Business Objects),
establishing a support infrastructure, role based security and system change
management. Lead the system improvement programme in cooperation with user
department and supplier representatives.
The initial system was abandoned after three years due to the limitations of the supplier
and year 2000 risk assessment. I was responsible forliaising with a new supplier
(supplied the document management system) to gather requirements, formulate
specifications and projectmanage the system change over.
Ongoing I was responsible for liaising with the business departments and supplier to
develop and support the UPM2system.
1991 – 1995 National Power
Business analyst /project manager at a time when the organisation was undergoing
intense change from nationalisation to a commercial business. The role involved the
installation of a companywidedesktop infrastructure, migration and/or development of
existing and new applications, liaising directly between a centralised technical team, and
operational staff both in the commercial and power station environments.
In the later stages of this engagement my role tookon more of a projectmanagement
bias.
1989 – 1990 – Programmer/analyst LinkGroup Consultants.
1985 – 1989 Computer Studies BSc at Liverpool Polytechnic
1973 – 1985 Deck / Navigating Officer Cunard Steamship
Company
Education
BSc(Hons) Computer Studies, 3 A- Levels, Deck OfficerClass 2
Interests
Keeping fit, golf, cyclingand supporting Chester RUFC.