[A] 77 Wood Way, Great Notley, Essex Cm77 7js
[H] 01376 569004
[M] 07812 162288
[E] shaun.taylor@mac.com
Shaun Taylor
Interim Programme Manager/Director
PROFESSIONAL PROFILE
A highly experience Interim Programme Manager/Director with a proven track record managing and recovering
complex high value global transformation programmes. With over 25 years’ experience leading programmes across
both business and technology workstreams he has created an impeccable track record of successful delivery of full
lifecycle transformation that has required substantive change management.
Programmes have typically involved the implementation or upgrades to enterprise class solutions such as SAP,
Oracle, Microsoft or smaller vendors like PROS, ETQ, Chordiant, IFS and Coins and have been successfully delivered
across a range of diverse business sectors such as Financial Services, Agrichemical, Media & Advertising,
Construction, Engineering and Manufacturing organisations.
He has proven abilities in all elements of Programme Management utilising strong leadership skills to drive forward
and deliver solutions, through effective management of scope and business requirements to ensure cost, time and
quality objectives are met. Over the past 25 years he has delivered over 50 programmes of work, programmes have
included CRM, Pricing, Market & Sales Platforms, Business Intelligence, Finance, Payroll, E-Commerce, Digital
Platforms, Warehouse Management, HSE, Quality Management, Customer/Complaint Management, HR, Policy
Administration Platforms, Shared Service (Finance, IS, HR, Contact Centres) SG&A Reviews and Business
Integration & Separation programmes.
KEY SKILLS
 Transformation & Change Management: 20+ years’ experience in defining and delivering large scale
transformation programmes with experience in Business Case Development, Business/Change Impact
Assessment, Target Operating Model Design, Business Process Outsourcing, Merger & Acquisition,
Transformation Governance, Benefit Realisation and TUPE.
 Programme Management/Recovery: Successful delivered or recovered over 50 full life cycle programmes and
lead the successfully recovery of major programmes, budgets ranged from $10m to $200m. Programmes delivered
include Oracle & SAP Financials (OTC, R2R, R2R). CRM (Seibel & Salesforce.com) Oracle HCM, PROS Pricing,
ETQ Reliance (Global Quality Management / Document Management) through to bespoke software applications.
 Stakeholder Engagement: Proven ability to rapidly develop and maintain strategic relationships, key internal and
external stakeholders, Executive Steering Groups and Executive Leadership Teams (CEO, COO, CFO); in addition
to driving forward the gaining of support for new innovative future solutions and technologies.
 Technology Leadership: Out of the past 25 years 10 years have been spent in either IS Director or CIO level
roles, notable successes include the creation of two IS shared service functions, implementation of revised target
operating models across Northern Europe, successfully reduce operational costs and headcount and the transition
to offshore delivery model.
 Financial & Commercial Acumen: Significant experience in financial control and monitoring, with budgets in
excess of $200M; operating strict control of budgetary expenditure control and vendor management practices
PROFESSIONAL EXPERIENCE
Programme Manager, Finance/Commercial Change
Rexam PLC August 2014 to Present
 Lead a cross-functional global team that successfully delivered a Global Pricing Programme
 Drove decision, facilitate discussion that defined the design for all elements of new pricing models, practices,
policies, and processes and documented the implication to the SAP Finances systems within each sector.
 Key deliverables have included
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Establish a governance model to provide control on a Global and Sector basis
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Implemented a Global Design Group to define and agree the solution design, architecture & business change
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Blueprint for the global business solution design for global and sector pricing waterfalls
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Solution design for managing FX and LME prices using Bloomberg feeds into the solution architecture
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Management of key business change across North America, South America, Europe & AMEA managing both
organisational and culture change
+44 (0) 1376 569004 (h) ● +44 (0) 7812 162288 (m) ● shaun.taylor@mac.com (e-mail)
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Revision of vendor SOW and commercial renegotiations (£5m budget)
Development enterprise solution design for PROS, SAP (3 Instances) and Middleware components
Managed the migration and transformation of multiple data sources into single pricing and analytical tool
Model office to validate solution design and to validate SAP, Middleware and Interfaces changes
Detailed business requirements and defined use cases to support agile configuration sprints
Transformation framework for sector teams to execute key transformation activity
Finance Transformation Programme Manager - CapGemini
July 2013 to June 2014
 Worked in conjunction with UK CFO community developed and executed the finance transformation strategy that
defined the end-2-end transformation plan
 Managed a team of 6 change manages in the UK transition to a single Global Finance Systems (R11/R12, Concur,
Paybase, Hyperion with a £12m budget)
 Developed a Change Readiness Assessment approach to assess the readiness of each workstream to accept,
implement and sustain change. This was supported by a change readiness dashboard that provided key
management information
 Engaged with stakeholders and leadership teams to create commitment and engagement with action plans to
manage relationships with senior stakeholders
 Developed communications approach to build commitment to the change vision and foster trust in the project
through delivering the right information to the right people at the right time via the right mechanisms.
 Developed training strategy based around the development of a Key User Model to support a user base of circa
1200 impacted users across UK, Poland, Romania and India. Key User Model provided L1 support during the post
go-live period
 Developed business acceptance criteria with associated cut over plans with each of the strategic business unit
CFO’s with go-live/readiness plans that facilitated the go-live process by SBU
Global Programme Manager - Syngenta
March 2012 to May 2013
 Successfully recovered and delivered a failing Enterprise Quality Management Solution & HSE Incident
Management Reporting Solution based around SAP, Salesforce.com and EtQ Reliance.
 The programme was implemented across 90 countries, 350 locations and 25,000 users and had a budget $10m.
 Managed a global team in excess of 150 across 4 regional workstreams EAME, NA, APAC and LATAM and 2
global functional streams (Biotech and Lawn & Garden)
 Facilitated global process design though workshops with process owners and experts of core business processes
that include Document Management (CRF11 Part 21, ISO: 9000 design considerations), Secure Document
Printing, Customer Complaint Management, Non-Conformity, Derogations, Enterprise Risk Management, Training
Management, Audit Management, Improvement Management and HSES Global Incident Reporting.
 Provided functional leadership to Global HSES & Quality Management IS team
 Managed completed solution development life cycle through to hypercare support model using on/offshore teams
and the integration into the key user support model. Created key/super user model to support the implementation
and training.
Programme Director - Postar
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April 2011 to December 2011
Successfully recovered a failing £10m programme running over 2 years late; The solution implemented a complex
set of a cloud based marketing campaign tools used to plan and cost outdoor media campaigns.
The programme had two stream of activity the first focussed on the creation of an audience measurement system
for the Out Of Home advertising industry, this includes all major Out Of Home Media: roadside posters, buses,
trains, taxis, airports and indoor media.
The second stream created Outdoor Advertising Planning Solution based that utilised the algorithm and research
data that allowed the outdoor media providers to construct and cost media campaigns.
Reporting to the Postar executive Board on monthly basis, this consisted of the CEO’s from UK’s largest media
owners including JCDecaux, CBS and Primesight
Managed complex stakeholder relationships across multiple businesses and industry bodies
Conducted detailed programme audit along with fit gap analysis in order to facilitate development of revised project
plans liaising with key stakeholders and industry committees, re-engineering business requirements through
workshops and preparing Request for Proposal (RFP) to support appointment of new development partner.
Management of new development partner selection through fielding responses and hosting of supplier selection
event, securing approval and overseeing successful programme implementation.
Core areas of focus included Agreement of Functional Design Document (FDD) & Technical Design Documents
data migration, management of external development partners, SIT & UAT, Training and solution Implementation
+44 (0) 1376 569004 (h) ● +44 (0) 7812 162288 (m) ● shaun.taylor@mac.com (e-mail)
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Programme Assurance Director - Longhurst Consulting
December 2010 to April 2011
 Undertaking full Programme Assurance Review and restructuring of Back Office Implementation of SQL Eclipse
(Policy Administration Platform) for Marsh/Guy Carpenter; audited key processes including all work streams
facilitating completion of readiness assessment including recommendations for the recovery of the programme.
 Conducted review of the Oracle R12/Siebel build plan & release plan for the Finance & BI stream First Programme
for Royal Bank of Scotland and provide a number of recommendations for remediation.
Transformation Programme Manager - Aviva Europe
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July 2010 to December 2010
Managed a business transformation programme across the European business with a €35m budget
Developed business cases, cost benefit analysis and project initiation documents that were presented to European
Product & Investment Committee and European IS Board
Delivered a Product Rationalisation exercise that covered 12 European Business Units. This reduced the product
catalogue for General Insurance, Life & Pension and Health lines of business by 30% and enabled annualised
savings in excess of £1.4m.
Developed a pan European approach to product development based around a “Meta Product” concept that sought
to create policy commonality across markets by improving parameter driven factors within the platform to manage
risk, pricing underwriting factors on a local basis.
Delivered a pilot that created a policy administration platform that allowed for "Meta Products" to be created on a
pan European basis on a common platform. The pilot was GI based on a proof of concept for Motor Insurance and
implemented it within the Lithuanian Market, this proved the concept of meta-products to a viable and that the
policy administration platforms could be configured to meet the business requirements.
Managed a group of business analysts and solution architects that were tasked with producing the “As Is” process
maps, “To Be” process definitions, design of bridging process for proof of concepts (PoC), Agreement of Functional
Design Document (FDD) & Technical Design Documents for changes to Policy Administration platforms
Programme Manager - Belron
March 2010 to June 2010
 Delivered a strategy that was adopted to upgrade key Oracle modules including Finance, Siebel CRM, HR, Supply
Chain, Informatica, OBIEE and, Hyperion from version R11.5.8 to R12. Other components included Paybase,
BACS and Concur
 Supported IS Leadership team to prepare key project documentation and capital proposal required to secure
funding for the implementation project in conjunction with CSC and other IS vendors.
 Delivered programme documentation that included Business Case, Programme Initiation Document, Capital
Submission and Solution Design & Architecture.
Enterprise Build Manager - Research Councils UK
March 2009 to March 2010
 Successfully recovered a £130m Governmental Shared Service programme utilising Oracle R12, Hyperion &
Siebel following the removal of principle System Integrator Fujitsu.
 SSC functions included Finance, Payroll, Projects, CRM, Procurement, Research Grant Allocation, HCM,
 Revised overall build programme, this included key revisions to the consolidate project, build, fiancé and
resource plans.
 Developed a target delivery model that was implemented as standard across all Research Councils, with
variations only permitted based on regulatory requirements. This approach focussed on “As Is” process
mapping, “To Be” process definition, process harmonisation of processes Conference room pilots (CRPs),
Agreement of Functional Design Document (FDD) & Technical Design Documents, Implementation
preparation through to Change management planning.
 Workstreams included Application Development (Middleware & Interfaces) Data Migration, Infrastructure,
Siebel CRM, Finance, Concur, HR, Payroll, WMS, Payroll, P2P, BI (Hyperion/OBIEE) & Grant (research
funding)
Head of IS/IS Director - Balfour Beatty Rail Corporate Services
October 2008 to March 2009
 Successfully managed the restructuring of 4 internationally focused IT departments into a single Global IS Shared
Service function that supported 4 global business units. Operational budget responsibility of £12m of OPEX and
£8m CAPEX
 The restructuring was managed under TUPE arrangements. In conjunction with the HR Business Partner a
consultation processes was developed to enable the transfer of staff into the new Shared Service Centre. This
included union engagement, development of new Target Operating Model (TOM) with role profiles and assessment
centre process to allow people to be slotted into appropriate roles within the new operating model.
+44 (0) 1376 569004 (h) ● +44 (0) 7812 162288 (m) ● shaun.taylor@mac.com (e-mail)
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 As Head of IS/IS Director I reported into an executive committee that was made up of the business unit Managing
Directors and Financial Directors, Divisional CEO and Group CIO.
 Key projects included ERP Upgrades (COINS & Oracle) Document/Content Management (CAB-i-NET /
SharePoint), Data Centre Consolidation/Server Virilisation, Storage Solution Review and Mobile Services Review.
 Developed a 10-strand technology transformation programme that delivered Oracle R12 divisional business case,
headcount reduction of 20%, identified £1m reduction in IT operational costs through a cost and efficiency
programme, embedded ITIL and IT governance
Programme Director - Musanada SSC
April 2008 to October 2008
 Developed a portfolio of 9 programmes (Budget in excess of$200m) establishing the Musanada (Abu Dhabi)
corporate services centre the workstreams that spanned Technology, HR, Contact Centres and Building Service &
Facilities Management
 Managed the transition processes from High Level Process Flows, Process Maps, Narratives, Desktop Processes,
Business Controls, quality of service plans through to KPI's, Developed blueprints for core stages of BPO transition
lifeline from initial "Lift and Shift" phase
 Successfully concluded delicate and complex negotiations with over 30 Abu Dhabi government functions to
develop the implementation plan and target-operating model in support of the Chief Operating Officer, supported
by a team of 30 project and functional experts
 Core accountabilities included Interim/Target Operating Model, Inbound Resource Planning, Transition Plan, Data
Centre Consolidation, Benefits Realisation Target Identification Development of Operating Procedures and
Baseline of Work in Progress for Construction and Facility Management Streams.
 Created PMO capability to manage the transition of all inbound services and people into Musanada
Global Head of PMO – LINPAC Group
July 2007 to April 2008
 Responsible for all business and technology programmes across all divisions, managed operational Budget £6m
and programme budgets range from £50k to £2m.
 Key projects included: Technology - Divisional ERP Upgrades HR, Supply Chain, Manufacturing, WMS,
Finance/R2P & Payroll (IFS & JDE), Deployment of Warehouse Management Systems, Data Consolidation, MPLS
Refresh, IT Cost Reduction Programme and transition to outsourced service model. Business - divisional merger,
business valuation, SG&A cost efficiency review and divestment of operating company
 Supported 2 divisional CIO’s to develop and implement IT Transformation Programmes including head count
reduction, shared services for help desk, data centre consolidation/upgrade and application support, revised target
operating models.
 Implemented revised programme governance procedures and supplier management processes.
EARLY CAREER
2006 - 2007
2001 - 2006
2000 - 2001
2000 - 2000
1998 - 2000
Oracle Programme Manager, Aviva UK – HR Stream of Cost & Efficiency Programme & RAC
Integration into Aviva UK. Programme budget of £12m
Chief Information Officer, ANTON Consulting - Oracle Solution Partner, providing consulting and
implementation services for Finance and HR modules.
Chief Technical Officer, MyPoints Europe - Loyalty base marketing European start-up,
implemented European application and infrastructure. Operational budget responsibility of £2m of
OPEX and £5m CAPEX
EAME Development Director, Wunderman - Managed BPO services and IT Services for Customer
Management Solutions for key accounts. Operational budget responsibility of £23m of OPEX and
£18m CAPEX
Programme Manager, ITNET - Delivered European Y2K programme for Coca-Cola Enterprises,
EDUCATION, TRAINING & PROFESSIONAL DEVELOPMENT
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PRINCE2 Foundation Course
Cranfield IT Leadership Programme
Improving Programme Performance
Member of the Institute of Interim Management
 Agile Project Management
 Benefit Management & Realisation
 Information Strategy & Implementation
+44 (0) 1376 569004 (h) ● +44 (0) 7812 162288 (m) ● shaun.taylor@mac.com (e-mail)
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