Andrew Johnson
Bierton, Aylesbury, Bucks.
Home Tel: 01296 429424 Mobile: +44 (0) 7415664700 Email: Andrew.johnson@avadvisors.co.uk http://uk.linkedin.com/in/drewjohnson/
Summary
Creative and action orientated Management Consultant specialising in business model definition and governance.
Track record of delivering real IT led business change through strategic focus using structured approaches.
 Proven capability in delivering IT Strategy engagements – Experienced IT Strategy consultant with 20+ years experience in helping clients to capture and articulate their IT Strategies. A seasoned facilitator with a focus on providing practical objective support and supporting frameworks to capture technology intentions and associated roadmaps.
 Passionate communicator able to interface between the business and their underpinning IT needs - Proven ability to change the mind-sets of professionals to achieve cultural change becoming service driven, customer focused and action oriented.
 Advocate of effective team working - Acknowledged as a manager with an open and engaging style encouraging shared objectives and collaborative working.
 Delivery orientated – Ability to lead teams and shape thinking to deliver creative solutions.
 Skilled relationship manager – Confident working at all levels of the organisation in many different roles having developed excellent diplomacy, negotiation and influencing skills.
Career History
Director
Director / Owner of small IT Strategy consultancy www.avadvisors.co.uk
URENCO :
 I worked with a range of senior stakeholders to identify the strategic intent of the company and worked with them to synthesize the capabilities they require to deliver it. I then captured and created meaningful artefacts [presentations etc.] and worked with the leadership team to communicate their 3 -5 year IT strategy to the business.
 Facilitated the definition of a IT sourcing strategy [£50m+] working with stakeholders to arrive at a single agreed set of principles and objectives against which sourcing decisions could be taken. Worked with these same stakeholders to identify the core capabilities and functional requirements needed, which could be used to form the practical design of the services that needed to be procured.
 Defined a business process revision for a key reporting function undertaking detailed analysis and working with the client team to define improvements and functional requirements.
 Lead an applications investigation for a client with a large complex legacy applications estate following years of inorganic growth. Identified in excess of 280 applications across the estate all aligned to a set of immature global business process. Identified £360k - £570k in achievable savings from rationalisation of the clients application estate from approx. 280 applications to approx. 150-180 applications.
Perform Global Media:
 Facilitated the alignment of business processes and the definition of a unified operational model for a global media company following a series of acquisitions. Delivered a series of structured facilitated workshops with the various divisions culminating in a single ‘draw together’ working session to ensure alignment on target designs.
Education Training Foundation :
 The definition of an IT function for a recently established government funded foundation. This provided a defined organisation structure including a governance regime and an initial validated IT strategy. The foundation used the report to establish an initial IT function and allocate budgets. I also created an outline tender document for a revised digital strategy that was needed as part of the initial roadmap of activities.
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Andrew Johnson
Principal Consultant
Managed a number of international IT strategy engagements in the finance, pharmaceutical and manufacturing sectors; these focused on defining target IT operating models, sourcing decisions and associated organisational implications.
 URENCO - Developed operational model and associated IT governance design for a complex international manufacturing company. Aligned the different working practices of international IT departments.
 Miller Coors Developed recommended sourcing strategy, target IT operation model and organisation design with actionable transition plan for post merger integration.
 Astra Zeneca - Delivered Strategic review of IT service management in Asia Pacific region and identified improvement opportunities. Constructed and led the initial programme of activities [64 initiatives / projects] to deliver appropriate long-term solution.
 Zurich Financial Services -Managed a programme of delivery for client transitioning their international IT service management function to large outsource partner [CSC]. Assisted in the formation of the 'end state' target operational model and initiated the definition of all of the associated projects and programmes.
Managing Consultant
Managed engagements in a number of sectors including, Finance, Energy and Local Government. Shaping propositions and delivery planning as a business consultant, looking at Business Process issues, Strategies and alignment between technical and business strategies.
 Nationwide BS - Engagement managed data security project following FSA fine. Was brought in to recover a failing project and bring focus and drive along with structured facilitation to resolve decision making paralysis.
 BT GS - Delivered the business process re-engineering strategy as an element of a large complex bid to large energy company in UK. Worked as part of a global bid team with many different capabilities.
 SDC Defined transitional strategy for local authority, outsourcing their procurement function to BT
 BT GS – Developed and introduced innovative fibre acoustic sensing concept to specialist market Was the lead consultant shaping the proposition and establishing partner relationships that enabled a compelling and profitable product to be taken to market.
 HBOS - Managed delivery of service management process definition for £53Million strategic project Implementation of appropriately tailored ITIL service management approaches as part of a longer-term transformation.
Finance Sector - Executive Advisor
Headhunted into KPMG as an Executive Adviser in the IT Advisory Finance Sector. I delivered a number of consultancy engagements with both Finance and Communications sector clients. Engagements included reviews and audits of IT functions, market analysis for a major investment bank on outsourcing as a potential operational solution.
 F& C - Project management methodology tailoring for F&C. Created an appropriate project office structure and processes.
 Merrill lynch - Analysis and recommendations for an investment bank considering IT outsourcing as a potential strategic option. Presented findings to senior management team in preparation for international conference.
 BAA Organisation / operational re-design for BAA’s IT development team [prior to merger]. Ran a series of facilitated workshops resulting a change project for reorganisation of the application development function.
 New Star AM -Review of New Star IT function and report to the executive management team. Following which I was asked to run a number of facilitated workshops and establish a plan the programme of change.
Senior Business Project Manager
Headhunted into the Volkswagen IS division to assist in the creation of a project / programme management team and deliver key business projects. Delivered change projects and facilitated the creation of a UK specific approach based upon Prince Methodology.
 Facilitated the adoption of a common method of managing projects with the incumbent IT service provider [Gedas].
 Created ITT programme approach for re-tender of IT provision.
 Delivered interface development project with 3 rd party auction partner. Managed 3 rd party software development team.
 Developed business case for £2 million application rationalisation programme co-ordinated with German HQ.
 Delivered Db2 database migration project, managed a team of 3 database architects and a junior project manager.
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Andrew Johnson
BCS Finance Sector - Strategy & Change - Senior Consultant
Joined IBM as a junior project manager successful delivering a number of business projects [£50-£125K] and gaining IBM certification. Recruited into the newly formed Business Consultancy division [BCS] progressed from consultant to senior consultant leading consultancy assignments with financial clients worldwide. Delivering business change projects for clients in the financial sector including;
 Royal Bank of Scotland International (Jersey) – Created a new operational model design for offshore back office processing. Successfully presented and gained approval of the board, leading to major change programme over 6 months.
 Thai Farmers Bank (Bangkok) – Personally led an international team of 6 consultants in the facilitation of ebusiness strategy. Presented findings to both CEO and board resulting in IBM relationship deal of over $5 million over the following two years. £500k engagement
 BNP Paribas (London / Paris) – Personally managed a number of synergy realisation teams during merger with department teams of 10-12 senior managers. Successfully facilitated decision-making when faced with challenging timeframes.
 Cahoot (Milton Keynes) – Personally led a process design team of IBM and Cahoot managers in defining a process suite to deliver the new banking concept. Developed strategic internet banking proposition into practical set of business processes over 6 months. Also acted as mentor to the project manager assigned.
1993 -1996 The University of Buckingham
Prior to joining IBM I attended the University of Buckingham gaining a BSc [Hons] in Business Studies 2:1
Prior to deciding to return to full time education I worked in a number of sales and marketing management roles:
1991-1993 Marketing Manager FMCG Co
I successfully managed the development of a number of key large client relationships. I was responsible for a number of product marketing campaigns from concept through to delivery. I was also responsible for competitive analysis, customer profiling and the development of an overall communication strategy resulting in an increase of 30% overall sales in my accounts over the two years.
1990- 1991 MOD Contract - Bradleys
Established the company’s only non-MOD commercial offering [calibration services] defining the product range and launching a targeted promotional campaign. This division generated significant levels of non-MOD income.
1987- 1990 Electronics Distribution
Sales engineer, progressing into a field sales management role, managing a UK wide sales team.
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Andrew Johnson
Education
2008
1996
Buckinghamshire New University
The University of Buckingham
MSc Business
Information Technology
BSc (Hons) Business Studies - 2:1
2006
2005
1996 -2004
KPMG –
Vocational Training
Advanced Relationship Management
Volkswagen - Positive Influencing – CIPD
IBM · Professional Consulting workshop (2 week - IBM Palisades Executive training, New York)
IT Strategy (IBM Palisades Executive training, New York)
IT Architecture (IBM Palisades Executive training, New York)
Facilitation Skills (IBM Palisades Executive training, New York)
Certified IBM Management Consultant
IBM Project Management Principles & Practice [including PRINCE II]
CIMC
Member of “British Computer Society’
Trained in structured methods [IBM, BT, KPMG]
 Enterprise Architecture
 Business Process re-engineering
 Business component modelling
 Organisation design
 Engagement leadership
Interests
Technology; Reading; Gardening; Cooking; Playing Guitar.
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