Joined Capgemin within the Information Technology Advisory Services practice, based on 11 years ICT services, delivery and business experience.

Spent 10 months at Her Majesties Revenue & Customs (HMRC) filling a senior manager role within their internal IT department, reviewing and planning the 5 year project portfolio within the Customs directorate

Responsible for building the successful business cases for post-acquisition benefits for Halifax Bank of Scotland (HBoS) for the multimillion pound investment in merging a new corporate acquisition’s “Asset Management Systems” into a HBoS data Center and onto HBoS standard platforms and standards. Successfully influencing key stakeholders and gained consensuses across the group culminating in the approval for the initial £3.2 Million investment that had previously been declined on bases of lack of business need and return on investment.
Built on the initial £50.000 fixed price engagement growing it into £ 225.000 relationship, forecasted to grow by £ 200.000 in 2008.
In addition participated in the programme design for the merging of systems and did a short exercise in benchmarking the value of ICT services at HBoS.

Introduced IT Governance process and gates for the Office of Fair Trade (OFT) and was requested to stay on to align the OFT 2007/8 IT programme portfolio and drafting the 2008-13 ICT transformation programme plan.

Key member of the extended Capgemini Customer Management community, established an executive level relationship with Genesys telecommunications in UK and Europe and advised on HRMC Contact Center proposals.

Recognised as ICT, Programme deliver and Revenue and Customs business subject matter expert. Additionally undertook the role of Knowledge Management coach and interviewer to the internal graduate’s scheme.

nitially contracted by SARS to be part of their Customs Modernization Programme specifically as a subject matter expert in the Manifest Acquittal Processes and Customs Delectation Systems evaluations.
Subsequently asked to join the internal consultancy and programme management team to deliver among others

SARS CRM Strategy
The development for the CEO of the CRM strategy, definition of the customer
Segmentation, service delivery standards and deign the communication and
executive adoption programme.

National Contact Centers
In record times successfully and without any media embarrassment built implement and oversaw the operations of the South African Government’s first National Contact Centre; £23 Mil, 840 new staff, 15 support staff and over 60 direct project team members.
Implemented Siebel CRM and integrated with Geneses CTI and legacy processes. Phase one 10 weeks from appointing vendor to the first call answered. Ultimate ownership and responsibility for delivering and virtualising three sites in 18 months enabling SARS for the first time to accurately track and manage in excess of 37 000 calls and 10 000 emails and faxes per day. Phase 3 included the rolled out Single View of taxpayer accounts built on Siebel UAN integrating over 25 legacy tax systems, reducing a process that could take weeks to minutes. Ultimately creating the foundation for SARS service delivery transformation and a key contributor to meeting the reduction of ‘cost of service’ objectives.
Key responsibility include solution design & architect sign off, business process customer experience re-design, vendor management, recruitment , operational oversight of 700 staff and recruitment of national contact centre manager at director level.
The most rewarding and personally exiting delivery!

Operations Management Systems OMS
Tasked to delivered and embedded one region (to circa 3400 people in 45 days) of the OMS programme, designed to achieve performance and productivity oriented results without new core processes, IT systems or resources to over 300 existing line and regional managers by improving and standardising management practices such as reporting and work allocation. Resulted in improved efficiencies in some business areas in excess of 20% and improved service delivery to the customer.


Management Information Review
Reviewed the existing Management Information Systems (MIS) initiatives across SARS in order to deliver a consolidated view across the organisation and produced a recommendation for the consolidation of two areas to the Commissioner (CEO). Negotiated an agreement with the two key hostile stakeholders on how MIS should be acquired and distributed throughout the organisation and how their divisions may be merged - with the single objective to allow SARS management to effectively, consistently and from an accurate base, manage benefits, reduce operating costs and measure against organisational objectives.

SARS Project Portfolio Management
As a key member of the Project management Office undertook the task to define the capabilities, required measures and processes/framework needed to optimise existing returns on investment for projects registered with SARS EPMO.
The review and initial framework implemented resulted in the rationalisation of over 100 initiatives saving in excess of £3 million in de-duplication of efforts and refocused alignment with the overall 2010 Service Transformation Programme.

SARS Small Business Programme (SBP) Channels
Managed the channel sub-programme focused on improving customer service by creating points of presence and education across South Africa.
Visited the offices and met with stakeholders including the public subsequently delivered a detailed programme plan, role descriptions and support requirements for the role out of (circa 800 customer facing) Community tax helpers and Small Business Desk personnel nation wide.

SARS Customer Expectation Management – Review
Manages SARS first review into customer expectations and defined the first cut of customer expectations- lead to the Initiation of the CRM strategy programme.