Alistair Lock

PROGRAM MANAGER IT Business Initiatives – Organisational Change & Transformation 4PL Logistics
2009 – 2010 GEODIS Supply Chain Optimisation (PARIS-GLOBAL)
Direction of Program of IT Business Initiatives to design/develop/select and implement IT systems to support the development of a global 4PL logistics company offering “Door to Door”, Spare Parts management, Reverse Logistics services.

CONSULTANT – Organisational Change & Transformation Logistics
2008 - 2009 DHL IT Services (PARIS, PRAGUE, KUALA LUMPUR)
Develop the initial Business Cases for 8 global Projects for Data-centre and global IT Support organisation optimisation in 3 regions – Europe, Asia-Pacific, Americas
• Coach and advise the project and programme managers on managing the relationships with the Business and Supplier sides to guarantee effective collaboration and communications

PROGRAM MANAGER – Organisational Change & Transformation Logistics
2007 – 2008 DHL IT Services (PARIS, PRAGUE, KUALA LUMPUR, PHOENIX ARIZONA)
• Implementing the strategic Centralisation Program for European Service Optimisation for DHL ITS in Prague. Direct the optimisation program for the Logistics branch in France (budget 5mEuro).
• Advising and guiding the Data Centre migration/consolidation programmes in the Asia Pacific region (Kuala Lumpur) and Americas (Phoenix Arizona)
• Develop the initial business case and manage the initial service analysis for 200 IT Services in 7 European Countries. Define plans, budgets and staffing requirements to deliver 28% of cost reduction within a year’s time
• Governance - establish the regional and country governance structures and procedures
• Trained and coached project and programme managers, set up the project management office (PMO)
• Implementation of methodology and processes
• Capture and validation of business requirements
o Analysis of “As Is” organisation and processes
o Modelling and Design of “To Be” future organisation and processes
• Stakeholder relationship management, guarantying effective collaboration and communications
• Business alignment – ensured the Program/projects aligned with Business requirements and expectations and Supplier capabilities

Fortis Bank & Insurance – a diversified banking and insurance company based in the Benelux with a growing international presence.

Fortis to meet the challenges of being a growing international diversified business, decided to reorganise its IT departments, segregated across several subsidiary companies, into one single service in a matrix organisation. I was invited to join the Transformation & Change Programme to change the work practices from daily tasks to, Project Management and to teach and coach the project managers (150+) in Project Management and the PRINCE2 methodology.

• Development of the training & coaching programme and material for 150+ IT Project & Programme Managers in Retail Banking, Finance, Corporate Banking, Private Banking, Insurance and Infrastructure

• I trained and coached project and programme managers, departmental heads and key posts within the project management structure and teams – Programme and Project Boards, IT Architects, Specialists

• I trained the Project Managers in the use of the PPM Tools – Open Workbench and Niku Clarity

EUROCONTROL - European Organisation for the Safety of Air Navigation. Its primary objective is the development of a seamless, pan-European Air Traffic Management (ATM) system. EUROCONTROL develops, coordinates and plans for implementation of short-, medium- and long-term pan-European air traffic management strategies and their associated action plans

I was invited to analyse the client needs in project management and implement processes and practises, requiring significant liaison and negotiation with senior management and service departments across multiple locations and disciplines

• Management of 5 projects in Airspace Design and Navigation
• Budget 20M€, 70 people
• Analysis and improvement of existing processes and procedures

DHL is a world leader in Logistics and transport

As part of the reorganisation of DHL’S European Information Systems, I was invited to launch a pilot implementation in France and Sweden. The goal was to consolidate multiple systems across multiple companies and countries into new integrated applications.

• Creation and management of a multidisciplinary international team to drive and manage the rollout in France and Sweden, with centralised support in Prague.

• Gap Analysis of implementation needs and constraints of the countries and the central support centre

• Planning of infrastructure upgrades, software deployment, configuration management and data migrations

• Responsibility for achieving “Buy-In” of Local IT Management. Ensuring commitment and integration of Local and Central IT resources

• Negotiation of SLA (Service Level Agreement) and The MSSA (Master Software Support Agreement)

A French company in the film business: filming and recording Jazz festivals and concerts; creating documentaries on Jazz musicians and selling these to television networks.

Mission:
Conception and implementation of an organisation and processes to manage production and sales

I carried out 3 separate missions for Société Générale’s Investment banking operations:

System Implementation (Finance & Accounting Division) – I managed the global implementation of an ABC – Activity Based Costing, cost allocation tool. Managed cross functional teams in Paris, USA, UK and Asia

Business Process Reengineering (Equities Middle and Back offices) – In order to satisfy French banking regulator’s requirements for segregation of Risk reporting and P&L calculation and reporting. I analysed and proposed the reorganisation of the Middle and Back Offices in the Paris Head Office and regional centres – New York, London, Asia

Project Manager – Strategy (Global IS Division) – I managed the creation and acceptance of a new global IT strategy for development and purchasing of IT Applications. The resulting harmonisation of systems between business lines and regions and the reassignment of resources to developing specialist applications produced significant cost savings and focussed resources on value added projects

Equity Derivatives - New York & London

My career progression in JP Morgan’s derivatives and equities business gave me an in-depth knowledge, experience and vision across the operations of a major investment bank. In my different positions I was responsible for the management of departments, global and local projects, business process reengineering, implementation of IT systems and user acceptance testing

Management of Middle Office and Trader Support in London and New York.

I created and managed a department to independently control reference data - static and variable, assuring quality of production, the successful passage of the Euro and Y2K and monitoring and reporting of data variations.

Business Process Reengineering of the front to back processes and organisational structure in the New York Equity Derivatives business ahead of the Implementation of new front to back processing and risk analysis systems for straight through processing

New Product Approval committee to manage the launch of new investment products, evaluating and mitigating risks and threats in the Middle and Back Offices. Benefit – reduced “time to market” and smooth processing in the Middle and Back Offices eliminating settlement delays and reducing costs.

Studies and recommendations on operating processes and systems improvements in global position consolidation and regulatory reporting.