Renier’s Full CV

Renier Botha MIoD MBCS CITP FCMI

SUMMARY PROFILE:

Experienced Senior Executive and Board Director with over 30 years involvement in the Information Service Industry delivering IT solutions, products and services to various market sectors.

Business Leader – Highly successful, motivated and results-driven business and technology leader with an experience of roles as Managing Director (MD), Chief Executive Officer (CEO), General Manager (GM), Chief Operations Officer (COO), Chief Information Officer (CIO), Technology/Operations/Programme Director, Non-Executive & Board Director (NED).
Leader of People – Proven energetic leadership skills in leading, directing, managing, developing, motivating and involving people and teams of up to 190 individuals in achieving their objectives and business goals.
Change Professional – Able to design, initiate and lead the execution of organisational change & business transformation programmes, developing and executing strategies to consistently achieve goals and objectives. Influence & set new strategic direction and execute change programmes – especially in organisations requiring more agility, undergoing internal change, merging, expanding or growing through acquisitions. Instrumental in aligning delivery strategy with business vision.
Delivery Focused – A proven track record in target delivery, business and product development, sales, implementation, integration, infrastructure, service operations and programme management.
Chartered IT Professional – Bringing 32 years’ experience in the Information Services (IS) industry spanning across multiple international market sectors.
Consultant – Advising and working with CxO, Boards and Entrepreneurs in supporting start-up to enterprises in integrating technology innovation into their mainstream revenue channels.

As a Board Director, Renier combines skills in formulating and prioritising visionary business & technology strategies, including mergers & acquisition, major capital projects, profit enhancement, governance, compliance, risk management, business & organisation development and business re-engineering with an in-depth understanding of Information Technology and Digital Transformation.
As an Executive, Renier is described as an energetic and empowering leader, bringing enthusiasm and vision to his team – placing people first. He believes that looking after people will ensure that they look after the business and it’s customers. Focussed on achieving business objective and results by communicating a clear direction, developing, motivating and involving people in building strong collaborative teams. He is a motivated and results driven business leader and strategist, capable of driving business change through technology innovation and effective business integration, to deliver revenue growth.
As a Technologist and Chartered IT Professional, he has an international track record and proven skills directing technology companies and teams – delivering digital transformation, product development (software & hardware), infrastructure, programme and project management, and IT service operations.

SKILLS & EXPERTISE:

Business & Technology Leadership – Operations Direction & Management – Corporate Governance – Business & Technology Innovation and Integration – Transformation & Change Direction – Business Analysis – Stakeholder, Client & Customer Relations – Risk Management & Mitigation – Vision & Strategy Development, Prioritisation and Execution – Technology (IT) Direction – General Management – Portfolio, Programme & Project Management – Commercial Awareness – CxO Consultant & Advisor – Digital Transformation – Value Delivery Focused – Technology Due Diligence – Business Direction – Business & Organisational Development – Commercial Management – Business Development – Service Delivery – Product & Service Development – Business Process Engineering – Enterprise Resource Planning – Analytical Problem Solver – Coach & Mentor

HIGHLIGHTS & ACHIEVEMENTS:

2020 – Customer Due Diligence Automation: Deployed the TruNarrative SaaS platform to automate regulatory financial crime and customer due-diligence for Shawbrook Bank, enabling new markets while freeing up c67% of specialist resource time.
2019 – Programme-managed the Ambit Enterprise deployment for Shawbrook Business Finance, used as the asset management application for 15 business units for multiple product offerings, assuring business operations while reducing technical debt – described by Shawbrook executives as a miraculous and the best managed delivery in Shawbrook.
2018-19 – Established the Shawbrook Business Finance Tech-Hub in Glasgow as a centre of excellence and introduced innovative new standards and agile driven governance enabling project and service delivery teams to repeatedly exceed delivery targets. Rescued and delivered the Ambit Enterprise Upgrade programme as per re-baselined plan, on time and 9.4% under budget.
2018 – Established the Rainbird AI platform implementation processes and an Agile delivery approach using JIRA as the project governance toolset with custom workflows and issue types configured to accommodate the niche aspects of the AI platform. Delivered of a POC implementation project for PWC, spearheading an international rollout in 157 countries.
2017 – Developed a service orientated Target Operating Model (TOM) and introduced and implemented “ServiceNow” as the supporting Enterprise Resource Planning (ERP) and operations toolset servicing more than 10,000 end-users. This digital transformation further increased SPHERE’s IT Service Management maturity while delivering the associated five-year £2.5M saving in operational cost, a ROI of 493%.
2016-17 – Compiled a six-year strategic business plan for SPHERE with clear annual investment and service delivery milestones to grow the business from a start-up to an established medium sized enterprise – increasing assets with 700%.
2016-17 – Through M&A, business transformation and key service improvement initiatives grew SPHERE’s Revenue by 42%. This growth delivers a 280% ROI (£3.1M) in 2017 which secures the path for an 1149% ROI (£12.6M) over the six-year strategic plan. Read the Case Study.
2016-17 – Defined a KPI (Cost per IT User) demonstrating the value proposition of IT to the business and its clients’ operations. Executed the strategic business plan delivering an 11% reduction in the Cost per IT User in 2016 and a further 13% reduction in 2017, exceeding the set business success target KPI by 10%.
2016-17 – Developed a commercial Service Catalogue that was successfully used to win a tender bid to deliver shared IT services to Northumbria Healthcare NHS Foundation Trust worth up to £10M.
2015 – Compiled and executed the business plan transforming the business model, which repositioned Amberlight’s core business focus and reduced the company liabilities by 12.5%.
2015 – Through efficient modelling of the technology requirements into a service oriented delivery model within the FTSE250 enterprise estate of The Regus Group, accomplishing an annual saving of £3.6 million during the first quarter ‘15.
2014-15 – Directed the delivery of a £7 million Enterprise Resource Planning (ERP) System. The programme consisted of 32 projects and work-streams, integrating the “Oracle Sales Cloud” into the Regus global-systems estate.
2013- 14 – As a Top Influencer on LinkedIn’s CIO Network in 2013 got invited to speak at the CIO Dialogue 8 in Brighton, subject: Managing Outsourced Relationships with a focus on Service Oriented Business Architecture – Slideshare; and “Meetup” guest speaker – how to “Structure your Technology Company for Success” – Slideshare
2013-14 – Directed the technology development team that delivered a functional first version data driven loyalty system within 10 development weeks to secure stock exchange shareholder support, for Allegiant Airlines. The team delivered the full loyalty system ahead of schedule and within $2.4 million budget.
2013-15 – As Non-Executive Director – Operations for Gigstarter Ltd, assisted the startup company Openstage™, advised its board on operational direction and coached the project management, software development and technology support services teams involved.
2013 – Established renierbotha Ltd as a management consultancy specialising in business & technology operations, governance, innovation and business integration – running IT as a Business, #ITaaBusiness.
2011-13– Designed and implemented a transformation strategy focused on Service Oriented Architecture (SOA) as the foundation of IT centralisation in the Group and the formation of Collinson Technology Services (CTS). With full P&L accountability for Collinson Technology Services (CTS), achieved budgeted financial targets (set 5% lower than previous running costs) for the company’s first financial year (ending April ’13) – circa £15 million budget.
2010-13 – Introduced Agile software development to the non-technology businesses within Collinson Group (ICLP) and imbedded business stakeholders into the software product development cycle to ensure better technology/business integration and higher performing business teams.
2008-13 – Directing the product development, delivery, business integration and support services of enterprise level IT programmes for 14 global client accounts for Collinson Group including Technology Provider channels, Hospitality Brands, Airlines, Beauty and Cosmetics Brands, Retail chains, Insurance, Travel clubs and Car Rental companies that increased customer acquisition, optimization and retention. Read the Case Studies.
2011 –Achieved the highest staff retention rate of all companies within Collinson Group as General Manager of GMS for three consecutive years (since 2009).
2009-11 – Introduced Software as a Service (SaaS) and Private Cloud technologies to Collinson Group and changed the TLS (The Loyalty Solution) product to be delivered as a SaaS solution, resulting in six successful sales – converting business development opportunities into new clients.
2008-11 – Developed and executed a transformation strategy for Global Marketing Software (GMS) in aligning operations and program management with financial goals – establishing commercial awareness in all employees. The strategy covered Business Process Re-engineering (BPR) aligning the business services including marketing, sales, product development, solution deployment and support using best practices of ITIL, PMI and ISO9001. This resulted in an average 30% year on year company bottom line improvement, for three consecutive financial years.
2010 – Negotiated contracts and introduced off-shore software development partners to Collinson Group supporting the business in resource flexibility and the reduction of software development and support costs by approximately 25% per annum.
2010 – Introduced hardware virtualization into Collinson Group IT estate and directed the migration of the datacenter infrastructure from Colt to Telstra resulting in a reduction of total cost of ownership by 45% (£450,000).
2009-10 – Transformation: Through flexible resourcing and business process engineering, improved the bottom line of Global Marketing Software with £1.5m, the first financial year leading the company as the General Manager.
2006-07 – Expanded the operations of CFS-Europe (based in London UK) into the EU and Russia by growing the customer base and establishing business service delivery partners increasing the annual sales with 12%.
2001-06 – Successfully established technical and IT departments for CFS-International in eleven countries.
2004 – Winner of the Industrial Innovation Award of the Department of Trade and Industry in South Africa for the innovative CFS Version 2 Service “Tracka” product development – Article published Engineering News Oct 2004.
2004 – Acknowledged as Reporting Services pioneer as General Manager (Technical) of CFS-South Africa, the first company in South Africa that commercially implemented the Microsoft SQL Reporting Services platform, Microsoft South Africa puiblished a case study in the Microsoft TechNet magazine.
2000 – Centralised the VWV Group IT function into a single IT department functioning from Head Office delivering service to the six member companies, reducing technology operational cost by 40%.
1999 – Built and released five new products in one year for Message Link in South Africa, including Cellpager, Beep@mail, NotaBene, Flexi-Messaging and Virtual Secretary.

EXPERIENCE / CAREER HISTORY:

2013 – Present: Principal Consultant and Managing Director, renierbotha Ltd

renierbotha Ltd delivers consultancy excellence in providing Leadership and Direction, Innovation and Integration or Products and Services through industry proven delivery methodologies and governance, to improve customer retention and increase business revenue – a winning business proposition. The management consultancy specialises in digital transformation, business & technology coaching & mentoring, governance, technology innovation and business integration – running IT as a Business, #ITaaBusiness

Combine the ability to provide powerful LEADERSHIP flowing into clear DIRECTION, driven by technology INNOVATION and the successful INTEGRATION there-of into revenue earning products, services and solutions – and you have a winning business proposition.
In delivering my clients this winning business proposition, I believe that people come first! Successful business and technology delivery are a combination of a large amount of different factors of which smart people is a key ingredient. By building strong relationships, exceptional teams and ensuring commercially aware delivery, my proven project delivery methodology and strictly governed client & customer focused business operations processes, assures the business an above average success rate and exceptional client retention.

Achievements:

See achievements as listed in client engagements below…
Directed the technology development team that delivered a functional first version loyalty system within 10 development weeks to secure stock exchange shareholder support, for Allegiant Airlines. The team delivered the full loyalty system ahead of schedule and within $2.4 million budget.
As Non-Executive Director – Operations for Openstageit Ltd, assisted the startup company Openstage™, advised its board on operational direction and coached the project management, software development and technology support services teams involved.

Assignments & Clients include:

Shawbrook Bank – Head of Delivery & Innovation & Programme Director (Aug 2018 – Present)
Rainbird.ai and Heron.ai – Project Manager & Technology Management Consultant (May 2018 – Aug 2018)
Systems Powering Healthcare (SPHERE) – Managing Director & Head of Service (Dec 2015 – Nov 2017)
Intuitus – CxO Consultant (Aug 2014 – Present)
Chartered Management Institute (CMI) – Mentor (Dec 2015 – Present)
Amberlight – Board Advisor & CxO Consultant (Feb 2015 – Nov 2015)
The Regus Group – Global Head of Systems and Professional Services (Jan 2015 – Apr 2015)
The Regus Group – Global Head of Systems & Software Development Direction (Nov 2014 – Jan 2015)
Regus – Enterprise Platform Programme & Change Management (Aug 2014 – Nov 2014)
Freshbyte Incorporated – Board Advisor (Jul 2013 – 2015)
Allegiant Air – Interim Head of Loyalty Programmes (Oct 2013 – May 2014)
Lola Tech & Cloud Troopers – Interim Head of Programmes (Oct 2013 – May 2014)
Gigstarter Ltd (OpenStage) – Non Executive Director (NED) Operations (Jun 2013 – Sep 2014)

Dec 2019 – Present: Head of Delivery and Innovation, Shawbrook Bank

Objective: Lead the portfolio delivery for the bank’s central functions (covering the change initiatives for Risk & Regulatory, Finance, Human Resources, Procurement and IT Infrastructure teams) to achieve annual growth and service delivery targets.

Assignments & Achievements:

Enabled strategic and continuous change while taking technology ownership of applications and associated service delivery for the bank’s central functions. Directed the change teams responsible for delivering a £5.5m central functions strategic & continuous change portfolio.

Delivering the 2020 Change Portfolio to stakeholder and customer expectation, forecasting a 10.1% saving against budget, covering 16 change initiatives & continuous change workstreams. More detail on the portfolio can be read here.
Built a highly skilled, customer focused and empowered core change team (key knowledge retention).
Maintained strong relations with flexible resource partners for specialist delivery resources on demand.
Established central function’s Portfolio Management Office (PMO) mentored to collate delivery and service metrics to produce automated real-time Management Information (MI) for proactive governance.
Delivered the Ambit Enterprise programme as defined under ‘Recent Achievement Highlights’ section above.

Aug 2018 – Sep 2019: Programme Director, Shawbrook Bank

Shawbrook is a growing UK specialist bank. Proudly different – what sets us apart is the deep relationships we develop with our customers and business partners. We take the time to get to know them.

Objective: Engaged within the Innovation & Delivery division transforming the Asset Finance, Working Capital, Structured Finance and Development Finance technologies and IT operations. Responsible to govern and deliver a portfolio of transformation and change programmes and projects.

Achievements:

Define and deliver the “Tech-Hub Maturity Transformation” Programme
• Definition of the “As Is” state through technology due-diligence of the PMO, Change Delivery, Solution Architecture, Business Analysis, Application Support, Software Development and Testing functions
• Defined and Implemented a Target Operating Model (TOM) with recommendations and justification for transformation to a fit for purpose “To Be” maturity level
• Developed the portfolio governance and associates metrics, KPIs, tooling and management information (MI) to manage delivery with measurable improvements covering change initiatives, business application support and business as usual
Established the Business Finance PMO (Portfolio Management Office)
Define, build and establish a “Testing Capability” for the bank, including the risk mitigating test strategy, automation framework, and associated Azure cloud development and test environments.
Rescued and Delivered the Ambit Enterprise Upgrade Programme as per re-baselined plan, on time and 9.4% below budget.
Consulting, Coaching and Mentoring

May 2018 – Aug 2018: Project Manager & Technology Management Consultant, Heron.AI & Rainbird.AI

Heron AI, delivering technology-agnostic consultancy and solutions using Applied Artificial Intelligence. Rainbird is an AI-powered automated decision-making platform that allows businesses to replicate and scale their best workers.

Objective: Define and deliver projects for Heron.ai – implementing and integrating the Rainbird.ai AI-powered decision-making platform.

Achievements:

Delivery of a POC implementation for PWC, spearheading an international rollout in 157 countries.
Implemented Rainbird AI for the Grant Thornton, Tax and Advisory Services provider.
Established the Rainbird AI platform implementation processes.
Established an Agile delivery approach using JIRA as the project governance toolset with custom workflows and issue types configured to accommodate the niche aspects of the AI platform.

Jan 2018 – Jan 2019: Non Executive Director, KAMOHA Tech

Kamoha Tech is a Technology Solutions Provider – we build and design software on mobile and web, while we uniquely provide both IT and Business support.

Objective: Served as NED on the board of the new start-up, which originated as a spin-off from GSA’s (Global Student Accommodation) IT department, to assist with corporate governance – to establish the company as an independent IT Service Provider.

2016 – 2017: Managing Director & Head of Service, Systems Powering Healthcare Ltd, SPHERE

SPHERE is an IT specialist organisation, delivering core IT infrastructure and shared IT services to the healthcare industry.

Responsibilities:

Establish and promote the overall vision of the company.
Create strategic plans, which satisfy the current and on-going needs of the company’s business strategy, achievement of strategic goals and the current and future capabilities of the organisation.
Grow the company from start-up to medium sized enterprise.
Compile and implement the target operating model and business plan, which include the following:
Transformation of key elements of the infrastructure including desktop virtualisation, unified compute and storage stack, and network refresh to name some of the transformation initiatives.
Harmonise or re-design and optimise policies, procedures and processes inherited from the founding member trusts.
Achieve a level of maturity in operation as the on-going maturity assessments identify areas of improvement.
Defines and gains approval of strategic financing arrangements for the company.
Ultimately responsible for all day-to-day executive decisions and accountable for the efficient management of the c£10M budget. Holds full P&L accountability.
Move the venture from a ‘cost+’ model to a ‘per user’ and consumption based commercial model.
Prepare the company for and facilitate the on-boarding of a third and subsequent member trusts through M&A.
Promote clear decision making, leading to valid reasons for technology choices, policy and process implementation.
Provide leadership, line management, training and mentoring to senior management team members.
Build and develop effective relationships with internal and external stakeholders and be a role model for excellent customer service at all times.
Provide clear communication to stakeholder communications through a variety of means, direct and verbal, indirect and written.

Achievements:

Compiled and executed the strategic businesses plan for SPHERE with clear annual investment and service operation milestones that grew the business from a start-up to an established medium-sized enterprise – increasing assets with 700%.
Through M&A, business transformation and key service improvement initiatives grew SPHERE’s Revenue by 42%. This growth delivered a 280% ROI (£3.1M) in 2017. Case Study
Defined a KPI (Cost per IT User) demonstrating the business value proposition to the shareholders and clients. Executed the strategic business plan, delivering an 11% reduction in the ‘Cost per IT User’ in 2016 and a further 13% reduction in 2017, exceeding the set business success target KPI by 10%.
Developed a service orientated Target Operating Model (TOM) and introduced and implemented “ServiceNow” as the business operations’ supporting toolset servicing more than 10,000 end-users. This digital transformation further increased SPHERE’s IT Service Management maturity while delivering the associated five-year £2.5M saving in operational cost, a ROI of 493%.
Developed a commercial Service Catalogue that was successfully used to win a bid to deliver shared IT services to Northumbria Healthcare NHS Foundation Trust worth up to £10M.
Achieved 98% staff retention in 2017.

Clients include:

Chelsea & Westminster Hospital NHS Foundation Trust; Royal Marsden NHS Foundation Trust; West-Middlesex University Hospital NHS Trust; The Royal Marsden Community Services (Sutton and Merton Community Services); ICR – Institute for Cancer Research; RM Partners – Accountable Cancer Network

2015: Chief Executive Officer (Interim), Amberlight

Amberlight is the UK’s leading user experience (UX) research, design and engineering consultancy. It assists organisations around the world to build outstanding high-tech products and services, by generating deep insights into user behavior – creating user-centered designs based on user research and by usability tests that ensure usable and persuasive designs.

Responsibilities:

Primarily responsible to carry out the strategic plans and policies as established by the board and has responsibility as a director, decision maker, leader, manager, communicator, and executor.
Executed a business re-engineering initiative that change the core business model to aligned with future employment trends Developing and implementing the Company’s long-term strategy and short term plans with a view on creating shareholder value.
Ultimately responsible for all day-to-day management decisions and the efficient management of the c£3M budget.
Acted as a direct liaison between the Board and management of the Company and communicated to the Board on behalf of management. Also communicated on behalf of the Company to shareholders, employees, government authorities, other stakeholders and the public.

Achievements:

Compiled and executed the business plan transforming the business model, which repositioned Amberlight’s core business focus (pivoting the business), and reduced the company liabilities by 12.5%.

Clients include:

Disney, BBC, EE, MARS, Microsoft, Sky, Vodafone, Hotels.com, and others.

2014 – 2015: Global Head of Systems and Professional Services (Interim), Regus

Regus is the world’s largest (FTSE 250) provider of flexible workspaces: offices, virtual offices, business lounges and more.

Responsibilities:

Directed the delivery of a c£7 million integration programme consisting of 32 projects and work-streams, integrating the Oracle Sales Cloud into the Regus global-systems estate.
Directing the FTSE250’s Global IT Systems and Professional Services teams delivering a portfolio of programmes, projects and technology services to the enterprise group estate.
Assisting the COO & CIO with an IT division change programme.

Achievements:

Directed a £7 million integration programme consisting of 32 projects and work-streams, integrating the Oracle Sales Cloud into the Regus global-systems estate.
Through efficient modelling of the technology requirements into a service oriented delivery model within the FTSE250 enterprise estate of The Regus Group, accomplishing an annual saving of £3.6 million during the first quarter ‘15.

2008 – 2013: Collinson Group

Collinson Group is a global organisation that uses data, customer insight and marketing expertise for the benefit of its companies, clients and their customers. The Collinson Group is a holding company with four core divisions: International Membership & Travel Clubs, Marketing Services, Insurance and Group R&D and Proprietary Products and operates from 24 global locations.

2012-2013: Group Technology Director, Collinson Technology Services (CTS)

CTS, the Technology Service Delivery company responsible for the Software Product Development, Solution Implementation and Integration, Infrastructure, Solution Hosting and Live Service Delivery to clients and customers across all four divisions of The Collinson Group.

Job Purpose: The Group Technology Director (GTD) is accountable for directing the Group Technology Division within Collinson Technology Services (CTS) and its function of Technology Service Delivery to the Collinson Group (TCG) by providing Product Development, System Deployment, Implementation, Integration and Live Service Delivery services. This includes the computer software development centers, technical service/operation centers, production scheduling, resourcing, technology project management functions, application service desks, data centers and networks for hosting of group products and client solutions and the associated computer systems operations.

The GTD…

provides overall management and definition of all CTS – Group Technology Division activities within the group including responsibility for providing a leadership role in the day to day operations of the CTS functions as well as providing direction to align technology output with the business objectives.
interacts with Group executive management to monitor and validate the Technology Service Delivery to ensure compliance with business direction, objectives, policies and expectation to meet business targets and customer requirements.
provide vision and leadership for developing and implementing information technology operations and initiatives and are responsible for the operational processes and practices supporting the technology deliverables.
directs the planning, build and implementation of enterprise IT systems and product deployments in support of revenue generating business and technology operations in order to improve cost effectiveness, service quality and business development. This individual is responsible for all aspects of CTS’ information technology and systems delivering services to internal Group businesses and their customers.
ensures the on-going technology operations and service delivery to business expectations, within budget, reasonable timelines, quality and SLAs.
is an integral member of the CTS senior management team and help drive ongoing management, product-orientation, process & quality improvement within the company.
focuses on managing budgets, minimizing cost and maximizing results (ROI improvement of IT), and help to increase the customer and product/service base of TCG.

Key Responsibilities:

Provide strategic and operational direction.
Steer and lead the direct report team of directors and senior managers (respective teams in TIS, IT Service Delivery, Program/Project Management Office (PMO), Live Services Department, Business Analysis and Product Consulting Department, Technical Office Department including .net, ColdFusion, Mobile, PHP, Data Services, Quality Assurance and Software Testing) to have vision, objectives, targets and responsibility clarity, empowerment and accountability.
Full accountability for business accounts – Profit & Loss (P&L)
Set annual budgets
Do bi-annual business planning, and set commercial and business targets with Group Managing Director, Chief Operations Officer (COO), Chief Technology Officer (CTO) and General Managers.
Own and provide direction to global computer infrastructure, program management, software programming, implementation, integration technology functions underpinning development and support of the business’s software product portfolio and legacy systems across the client and customer base.
Provide key support to the global Collinson Group Business Development departments and initiatives, which include but are not limited to propositions to client, lead presentations for key opportunities, develop marketing media to drive product sales, define relevant commercial and contracting models for IT service delivery and the review and negotiation of customer service agreements.
Engaging with ‘The Collinson Group’ chairman, Group Directors, COO, CFO and CTO regarding group vision, strategy, ideas, opportunities and questions.
Improving relationship with all the companies within the Collinson Group, understanding their business and technology requirements through frequent and structured face to face meetings with group company directors and general managers.
Engaging with key business stakeholders to ensure client development, technology and business alignment of priorities and delivery of IT services against market trends, client expectations and Service Level Agreements (SLAs).
Lead, direct, recruit, induct, train, inspire, motivate, manage and support suitable team reports, setting, assessing and achieving credible performance targets.
IT Governance and Portfolio Management
Operations and Technical Support
Transformation
Communication and Collaboration
Business Management
Own the daily operations of the Group Technology Division in CTS with full P&L accountability for programme management, product development and service delivery functions to internal businesses and external customers.
Technology Operations
Product Development
Deployment, Integration and Customisation
Live Service Support
Infrastructure
Internal and External Business and Customer Relationships
Business Development
Customer Retention
Networking, Market trends and new innovations
Direct and manage the day-to-day activities of CTS technical managers and their teams.
Direct and manage the delivery performance, productivity and effectiveness of the on- and off-shore technology teams.
Ensure the resource demand is met top deliver to the business’ software development demand and expectations by working closely with the resource manager.

Achievements:

Designed and implemented a transformation strategy focused on Service Oriented Architecture (SOA) as the foundation of IT centralisation in the Group and the formation of Collinson Technology Services.
With full P&L accountability for Collinson Technology Services (CTS), achieved budgeted financial targets (set 5% lower than previous running costs) for the company’s first financial year (ending April ’13) – circa £15 million budget.

Clients include:

ICLP, Vivid Lime, Cogent Analytics, Collinson Latitude, Collinson Insurance Group, Columbus Insurance, Priority Travel Group, Intel, Intercontinental Hotel Group, Global Hotel Alliance, NH-Hoteles (Spain), Guoman-Thistle Hotels, Global Blue, ABG, Avis, L’Oreal, Kempinski Hotels, Brussel’s Air, Portugal Air, Croatia Air, Delta Airlines, Flying Blue (Air France), Cathay Pacific, Harrods, Brown Thomas, Cathay Pacific, and others.

2008-2012 General Manager, Global Marketing Software (GMS) & Global Technology Director, ICLP & Vivid Lime

GMS is an IT company (Software Development House) designing and developing loyalty program software and provide technology services for the Marketing Service division of The Collinson Group. ICLP are leaders in loyalty and experts in designing and delivering competing loyalty propositions that create more profitable customers to brands. Vivid Lime is a digital agency supporting clients in building the optimum digital interaction with their users.

Responsibilities:

Overall UK, Europe and India strategic and operational direction with full Profit & Loss (P&L) accountability for all functions of GMS.
Overall global strategic and operational direction with full P&L accountability for global technology functions.
Steer and lead GMS directors and senior management team (and therefore their respective teams in Business Development Office, Project Management Office, Business Integration Office and Technical Office) to have clarity, empowerment and accountability for their roles.
Understanding and full accountability for UK, Europe and Mumbai business accounts – Profit & Loss (P&L)
Set annual budgets.
Set annual business planning, revenue and profit targets for GMS UK and global technology with the Origo Group Managing Director and Chief Operations Director (COO).
Special focus on permanent and temporary resource planning.
Special focus on improving key underperforming areas.
Own global computer infrastructure and software programming technology functions underpinning development and support of the business’s legacy systems and software product portfolio.
Own global technology functions:
GMS computer infrastructure including strategy, budgeting, P&L, specification, pricing, location, purchasing, outsourcing, hosting infrastructure, software products and business technology tools in partnership with dedicated infrastructure and network services unit of the Collinson Group.
GMS software programming and support functions including strategy, budgeting, P&L, methodology, architecture, processes, structure and staffing to deliver new products, enhancements, integration, customisation, deployment and support.
Provide key support to GMS and the global Collinson Group Business Development departments and initiatives, which include but are not limited to propositions to client, lead presentations for key opportunities, develop marketing media to drive product sales and negotiating agreements.
Provide strategic direction and key support globally to the development function of the business to deliver innovative, fit for purpose and timely software products, services and enhancements to a high quality standard.
Provide strategic direction and key support globally to the technical support functions of the business to deliver a high quality product support service based on best practice and Service Level Agreement (SLA) governance.
Engaging with and improving relationship with all the agencies in the Origo group and other companies within the Collinson Group, understanding their business and technology requirements. Engaging with group company directors and General Managers in frequent and structured face to face meetings.
Engaging with the Origo Marketing Group Managing Director and the Collinson Group chairman regarding ideas, opportunities and questions.
Engaging daily with the Client Services teams and clients to ensure alignment of priorities and delivery against client expectations. Client base includes ICLP, Cogent Analytics, Columbus Insurance, Priority Travel Group, Intel, Intercontinental Hotel Group, Global Hotel Alliance, NH-Hoteles (Spain), Guoman-Thistle Hotels, Avis, L’Oreal, Kempinski Hotels, Brussel’s Air, Portugal Air, Croatia Air, Delta Airlines, Cathay Pacific, Harrods, Brown Thomas, Collinson Latitude, and others.
Lead, direct, recruit, induct, train, inspire, motivate, manage and support suitable team reports, setting, assessing and achieving credible performance targets and leveraging low cost, high quality in-house locations to maximise cost efficiency.
Build and maintain a knowledgebase of product domain knowledge and best technology practices for teams within GMS and the Collinson Group companies to leverage the intellectual property.
Regular pro-active liaison with Origo Marketing Group Managing Director and Chief Operations Officer to ensure all the above are in sync with global understanding, strategy and vision.

Achievements:

Introduced Agile software development to the non-technology businesses within Collinson Group (ICLP) and imbedded business stakeholders into the software product development cycle to ensure better technology/business integration and higher performing business teams.
Directing the product development, delivery, business integration and support services of enterprise level IT programmes for 14 global client accounts for Collinson Group including Technology Provider channels, Hospitality Brands, Airlines, Beauty and Cosmetics Brands, Retail chains, Insurance, Travel clubs and Car Rental companies that increased customer acquisition, optimization and retention. Read the Case Studies.
Achieved the highest staff retention rate of all companies within Collinson Group as General Manager of GMS for three consecutive years (since 2009).
Introduced Software as a Service (SaaS) and Private Cloud technologies to Collinson Group and changed the TLS (The Loyalty Solution) product to be delivered as a SaaS solution, resulting in six successful sales – converting business development opportunities into new clients.
Developed and executed a transformation strategy for Global Marketing Software (GMS) in aligning operations and program management with financial goals – establishing commercial awareness in all employees. The strategy covered Business Process Re-engineering (BPR) aligning the business services including marketing, sales, product development, solution deployment and support using best practices of ITIL, PMI and ISO9001. This resulted in an average 30% year on year company bottom line improvement, for three consecutive financial years.
Negotiated contracts and introduced off-shore software development partners to Collinson Group supporting the business in resource flexibility and the reduction of software development and support costs by approximately 25% per annum.

Clients include:

ICLP, Vivid Lime, Cogent Analytics, Collinson Latitude, Intel, Intercontinental Hotel Group, Global Hotel Alliance, NH-Hoteles (Spain), Guoman-Thistle Hotels, Global Blue, ABG, Avis, L’Oreal, Kempinski Hotels, Brussel’s Air, Portugal Air, Croatia Air, Delta Airlines, Flying Blue (Air France), Cathay Pacific, Harrods, Brown Thomas, Cathay Pacific, and others.

2001 – 2008 CFS-International (CFS)

CFS develops and supplies products to make it easy for any business to gather real time experience feedback from their customers and colleagues. This in turn operationalise the management of the customer experience.

2001 – 2008: Board Director & Technical Director CFS-International

2006 – 2008: Technical Director, CFS-Europe

2001 – 2006: General Manager – Technical, CFS-South Africa

Responsibilities:

Strategic Planning of technical functions for CFS-International and 11 International Distributors in: South Africa (Johannesburg), Southern Africa (Harare), West Africa (Lagos), East Africa (Nairobi), Europe (London), Middle East (Dubai), South East Asia (Kuala Lumpur), Australasia (Sydney), North America (Dallas), Mauritius (Port Louis), Russia (Moscow)
Strategic involvement in the Specification and Development of CFS-International’s Product offering
Product need assessment
Product Specification
Product Development,
Project Management
Technical Documentation
Upgrade management
Training
Strategic Planning and Operational Management of International Infrastructure
International Data Hosting Platform
International Reporting Platform
Information and Communication Technology
Strategic Planning and Operational Management of International Stock supply
Staff Management
Suppliers
Stock Control and Storerooms
Orders
Debtors and Creditors (Supplier payment and International Distributors invoicing)
International Stock Manufacturing and Production Lines
Quality Control
International Freight, Courier and Shipments
International Distributor Technical Support as the CFS Product and Technical Specialist on infrastructure, product, technical and information technology services and systems for 11 CFS-International Distributors
Infrastructure
Product
Technical
IT
Training
Operational Management of CFS South Africa & CFS Europe
Staff Management
Project Management
Product Installations and Rollout
Help Desk
Report Delivery
IT
Infrastructure
Field Support (In-house technicians and contractors)
Contracts
Service Level Agreements
Escalation Procedures
Debtors and Creditors (Client Invoicing and Contractor payment)
Production Departments
Workshop
ISO9001:2000 Systems Management
ISO System implementation and management
ISO System Documentation
All systems, processes, policies and procedure documentation
Staff training on ISO processes
Quality Management
Engineer and implement quality control policies, procedures and processes based on the ISO9000 system.
Quality checking of all department deliverables
Identifying measurable indicators for every department
Report development to review on measurable indicators across all departments and the business overall.
CFS Call Logging System
Strategic specification and development of the in-house Call Logging Systems named COMS.
Integration of COMS with Sharepoint Services intranet and SQL2005 Reporting Services
CFS Reporting Platform
Strategic planning, specification and development of reports running on the Microsoft SQL2000 and SQL2005 Reporting Services platforms.
Report development

Achievements:

Expanded the operations of CFS-Europe (based in London UK) in the EU and Russia by growing the customer base and establishing business service delivery partners increasing the annual sales with 12%.
Successfully established technical and IT operations for CFS-International in eleven countries.
Winner of the Industrial Innovation Award of the Department of Trade and Industry in South Africa for the innovative CFS Version 2 Service “Tracka” product development – Article published Engineering News Oct 2004.
Acknowledged as Reporting Services pioneer as General Manager (Technical) of CFS-South Africa, the first company in South Africa that commercially implemented the Microsoft SQL Reporting Services platform, Microsoft South Africa puiblished a case study in the Microsoft TechNet magazine.

Clients include:

Airlines – Air France, SAA; Banking – Barclays, HSBC, Nation Wide, ABSA, Nedbank; Retail – Ingostrakh, Tesco, Sainsburys, Marks & Spencer; Healthcare – NHS, PHG, Pruhealth, Netcare, Specsavers; Hospitality – Hotel and Catering – Aramark, Rainbow; Communication – Carphone Warehouse, Beeline, Telkom, Vodacom, CellC, M-Tel; Automotive – BMW

2000 – 2001: Group IT Manager, VWV Group

1999 – 2000: Head IT Product Development and Engineering, MessageLink (Autopage & Radiospoor)

1997 – 1999: Computer Support Engineer & Systems Administrator, Technicare

1997 – 2005: Entrepreneur, Principal & Lecturer, Mega Stores Group, CDC, RYB, Greenpoint

1988 – 1997: Wing Commander – Biomedical & Planning Office, South African National Defense Force

Further detail on responsibilities, functions and work experience pre-2001 can be provided on request.

QUALIFICATIONS:

Company Direction – Institute of Directors (2015-2017)
Chartered Information Technology Professional (CITP) – British Computer Society (2007)
National Diploma in Electronic Engineering (with distinction) – Pretoria College of Engineering (1994-1996)
Eng Electronic and Computer Engineering (3^rdyr) – University of Pretoria (1989-1993)
Project Management – George Washington University – School of Business and Public Management (2000)
Diploma in Business Management – Career Development College of SA (1999)

Further detail on course can be provided on request.

AFFILIATIONS:

Institute of Directors (IoD) – Professional Member
Chartered Management Institute (CMI) – Fellow of CMI (FCMI)
British Computer Society (BCS) – Professional Member, Chartered IT Professional (CITP) & BCS Elite
Non Executive Director’s Club – Financial Times

INTERESTS / SPORT / HOBBIES:

Motor Cycle Adventures – @inthesaddle2 & http://www.inthesaddle.me, 4×4 Adventures – @RYB4x4, Archery, Golf, Technology, Photography, Outdoors, Writing, Blogging

May 2018 – Aug 2018: Project Manager & Technology Management Consultant, Heron.AI & Rainbird.AI

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