Wil has specialised in large scale programme management, delivering practical real-world initiatives, on time and within budget.
In 2014 Wil completed working at the Nationwide Building Society in Swindon.
This position lasted from May 2013 to November 2014 (1 year and 7 months).
Reporting directly to the Head of IT Services, the work consisted of operational and governance analysis, the production of a Feasibility Study and presenting the results to the Group Services Director and 'Heads of', on the potential strategic direction of the NBS Disaster Recovery function.
Wil was then directed to scope, size, achieve funding and drive the formation of the new Target Operating Model through HR. This included:
- Defining and scoping the new roles and assisting in the hire of the new Head of DR
- Running the Transformation project from Idea / Inception to the start of the Implement Stage
- Writing the operational elements of the new DR policies, the operational DR strategy, the Capability Matrix journey and running operational workshops to define the new TOM
- Piloting the Business Impact Assessment / Mission Critical Activities process into the DR function and assisting in reviewing and refining the new business DR requirements, which have now become the scope of the delivery project
- Scoping the delivery project and assisting in hiring the project team and then handing over control to the Senior PM and new Head of Disaster Recovery
This completed Wil's 19 month assignment at Nationwide.
In April 2013, Wil completed a successful contract as the Transformation Lead with Aviva PLC. This was a challenging role to baseline and improve the resource and financial reporting within the UK LIFE SD organisation. He had to define a new TOM and the logical transitions to that future model. Wil also established an OLA for the Environment Support / Capacity function, and stronger interfaces to their key stakeholders and identified improvements in their BOM and cost savings and improved SLAs for their TOM. Finally Wil improved the interfaces, processes and reporting to the Business stakeholders to enable better supply and demand management.
In 2012 Wil completed contracts with Cisco, Nationwide and several other companies in RFI / RFP (NDA) bids - mainly in Feasibility Studies on business operating models - to then define and create Tom and the support transitions to those TOMs.
In February 2012, Wil completed 2 years working in LBG as the Delivery Lead for the Disaster Recovery Excellence Programme following on from a successful delivery and signoff of his LBG Disaster Recovery future strategy in July 2011, the Policy in Nov 2011, and the creation and set-up of the implementation plan and team in January 2012. .
Wil had been working in LBG since Jan 2010, initially as Lead of building and supporting an End to End proving environment for the LBG and HBOS technology integration, he then worked as the Group IT Lead Command & Control and Execution at Lloyds Banking Group for a further 14 months.
Wil continued to be the Group IT execution plan Lead during the first 2 Proving Cycles and then for all the Rehearsal weekends and LIVE weekend, whilst completing the DR Strategy and planning the Disaster Recovery Excellence Programme.
Trained initially in Operations, he had decades of experience at RBS delivering large programmes, involving complicated cross divisional / business logistics. Programmes such as the Y2K testing initiative, the NatWest Payments Migration programme prior to the Integration, Data Centre Moves and finally Data Centre Optimisation.
He has also worked on a supply chain delivery (Lean) framework to accelerate and optimise the Infrastructure Delivery Project Lifecycle, and an improved Disaster Recovery / Business Continuity capability.
Previously in RBS, Wil changed jobs internally every 2 -3 years. He usually went to, and or was directed to areas that were either failing and or needed re-engineering. He has worked in multiple divisions and on multiple brands across RBS, both in Technology and Business areas.
Wil has vast experience in Disaster Recovery and Business Continuity and specialises in large programme implementations that require complicated cross divisional, cross brands logistics. He ran RBS UK Data Centre Management and the EDCO (optimisation) programme in 2010.
Like everything else he has encountered, its challenges were resolved and delivered by strong leadership, drive, vision, versatility and a systematic and logical approach.