guy-francis vella

Development of Business and IT strategy as part of the Executive team. Part of the new business team working on securing new corporate clients and funders. IT operational management, especially in regards to risk management and regulatory compliance. Preparation and management of division and project budgets. Input into wider Group budget process from an ‘operational’ viewpoint. Development of operational policy for the Group. Provided a significant level of general operations, as opposed to IT, management across the groups activities. This included managing “ideal” governance controls vs. business needs, financial management, and alignment of operational activity with the business strategy. Project Management of all significant IT and business projects. Change management of all significant IT and operational changes within the Group. Executive IT reporting to the CEO and to the Board. Management of all external IT and Comms vendor relationships. Established and managed a dynamic business continuity and disaster recovery plan.

Strong budgeting and P&L management in a commercially demanding and narrow margined business. Commercial responsibility for web content publishing business, including working as senior sales person for this product. Excellent negotiation and relationship building with commercial managers. Participation in Group strategic planning, including complete responsibility for operational strategic planning and involvement at the individual business unit level as well. Strong, flexible, and proactive change management as I drove business process and operational development. Business analysis, planning, and implementation of operational processes within and between business units. Responsibility for project budgeting and benefit management. Portfolio and Project management of all major operational projects. Contract and vendor management to ensure all contractual obligations were being met within budget. Positive leadership and strong communication skills to keep staff focused and morale high in a stressful and dynamic work environment.

Develop a strategic plan and vision for the national information systems. Review and plan critical projects, including the development of a new membership system (MMS) and of a new CRM. Advise the LHMU National Executive, both operationally and strategically. The ability to influence stakeholders, senior executives, staff and leaders to drive the adoption and implementation of change. Undertake a full review of LHMU IT Infrastructure and resolve the current dysfunction within this area between National Office and the State Branches. Develop and negotiate a new national IT policy with all the State Branches. Manage the operations of the IT Infrastructure, Membership, and Web teams. Manage diverse and geographically separated teams with multiple lines of reporting. Strong operational and technical understanding of major information systems. Strong contract management experience to improve outcomes with key suppliers.

Introduced discipline into an operation use to running by the seat of its pants. Project and implementation management in order to manage software development and a 7x24 infrastructure platofrm providing services directly to major financial clients. Change management and training skills to ensure the support for, and capability to manage, the new processes and systems by existing staff. Good Pre and Post Sales skills in order to assist the sales team in delivering major new corporate clients. Business analysis, requirements assessment to ensure that project benefits were properly aligned with the business's growth strategy. Strong process skills in order to create and introduce appropriate systems to improve stability and the customer experience.

Work with CIO and Enteprise Architect to define IT strategy. Assist CIO in operational planning and work with IT Departmental managers and critical Business managers to ensure delivery of the plan as per the IT strategy. Manage IT resource prioritisation and availability for project planning. Work with the Architecture team in assessing the impact, cost, benefit and risk of proposed systems. Management and co-ordination of change implementation, monitoring and reporting. Provide recommendations to CIO on the entire implementation pathway, monitoring impact, cost, benefit, delivery and risk mitigation. Provide PMO regular updates on IT change program progress and seek support when required. Ensure continuous open communications with the CIO, PMO and Business Management . Engage and inform any stakeholders as necessary to make IT change programs successful. Project Management of critical and/or strategic IT projects from business case to production. Ensure IT project managers are fulfilling PMO standard project reporting and governance expectations for PMO governed projects.

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Work with the CEO and GM-IT to deliver a leasing and fleet management system custom developed in the Oracle stack. Create and then implement project structures (planning, budget, schedule, requirements) for a running project, with a focus bringing the project to production as quickly as possible. Engage senior and middle management to overcome resistance and create buy-in, driving participation by business resources. Drive finalisation of development and bring the business into the process through introduction of AGILE processes; especially building a cross-functional, iterative testing process to ensure discovery and delivery of business requirements. Deliver and implement change management, training and communication strategies across a widely distributed workforce, in an environment already under very significant stress. Build and operate the necessary administrative and reporting functions to deliver executive stakeholder oversight and build confidence in project’s delivery and benefits.