Andrew Hallam-Whitehill

I help to shape and deliver technology enabled business transformation, bringing together my operations, process design, and technology experience, with a focus on energy, resources, and industrial products clients. Key experiences include: Technology strategy IT operating model IT M&A programme setup and delivery ERP strategy Business case development Transformation programme leadership I am Chief of Staff for our Energy, Resources, and Industrial Products group, leading financial planning, community development, and supporting strategy development.

Established and led a 40 person Global Business Services (GBS) IT delivery team with a GBP 12m budget to support a business process outsourcing activity covering Finance, HR, and Procurement functions. My team had experience across architecture, project delivery, service management, infrastructure, and application development / delivery comprising permanent staff, contractors, and suppliers. I developed the GBS technology strategy and implementation blueprint to support outsourcing in GBS, partnering with the business to determine the scope of technologies required. This included working with our data privacy team to design and implement data controls to protect personal information as part of GDPR, and ensured protection of export controlled data and sensitive defence data. I led the delivery programme as it implemented multiple technology transformation activities over a 12 month period including: Role based access controls in multiple applications - SAP, Workday, SharePoint, and file storage. Citrix infrastructure and profile builds for the outsourcing partner Office setup and decommissioning Beyond the business process outsourcing transformation, I led the development of a 3 year technology roadmap for GBS as we looked to maximise the use of technology to empower our staff. This included leading the introduction of: Robotic Process Automation (RPA) Enterprise Service Management (ESM) using ServiceNow as the single point of contact for employees to get support. As part of the ServiceNow implementation (covering IT, HR, Finance, and Procurement) I led the sourcing activity from RFI through RFP and negotiation with seven major technology suppliers for implementation and licences.

I led the IT separation programme for a significant M&A transaction to divest Rolls-Royce's Commercial Marine business - a 3000 person, GBP 500m sale. Established and led an amazing 100 person standalone IT delivery team from start to finish with a GBP 30m budget to support the separation, building a culture of empowerment and ownership and where everyone knew their role and how they were contributing to the success of the programme. This team was globally diverse and made up of permanent staff, contractors and partners. Worked directly with the Commercial Marine board, including the COO and CFO and reported to the Group CIO on the status of the programme. I developed and owned the target IT operating model and IT strategy for the separated business including a five year technology roadmap to rationalise and modernise the application landscape and move to a cloud first architecture. I defined the target technology landscape for the separated business. As part of this I partnered with functional stakeholders to understand their requirements for standalone operation, working with them to evaluate solution options and business process impact. I led the delivery programme as it implemented multiple technology transformation activities over an 18 month period including: Workday HR system implementation New office fitout Data centre migration MS Dynamics separation and migration Full end user compute implementation including O365, AD, devices IT Service Management design and implementation including stand up of a new service desk and end user support Network separation Led commercial engagement with major programme suppliers including Computacenter, DXC, BT, Capgemini, and Deloitte. This included running of multiple RFPs, negotiation, and vendor management.