Probation Service: Procurement and Contract Management Initiative (July 2006 to December 2006)

Developed a procurement and contract management strategy and working practices for the Probation Service to support the programme for commissioning services from the private and voluntary sectors that was expected to be announced in the Offender Management Bill 2007. This was a mainstream project delivered under the competition and commissioning agenda within National Offender Management Services. Worked with individual Probation Boards to conduct a healthcheck of their procurement and commercial management competencies and identify changes required to current processes, organisational responsibilities and resources by identifying future skills required and training needs.

Home Office: Service Transition Consultant and Interim Service Manager for the Electronic Monitoring Programme (January 2005 to July 2006)

Member of a service transition team responsible for the transfer of services to new providers after the re-competition of the electronic monitoring contracts. Responsible for developing service protocols between stakeholder agencies and managing stakeholder relationships. Provided further support to develop the service management activity.

Other activities included:
• Planning the transition programme and developing service acceptance processes
• Advising on the programme to develop management information requirements
• Implementing business process changes for requirements arising from the Criminal Justice Act 2003

Returned to the Home Office as interim Service Manager to manage the third party provider contracts which are valued at £500millon over seven years. Developed service management processes including the relationship management approach, performance management and process audit methodology and managed the Electronic Monitoring Programme through its OGC Gateway 5 Review.

Cabinet Office: Commercial Consultant to Project ISAAC (January and February 2006)

Led a review of a commercial proposition made by the Foreign and Commonwealth Office (FCO) to the Cabinet Office to provide IT Services using FCO’s service provider under a Shared Services Agreement. Advised on the commercial and contractual requirements to enable the Cabinet Office to adopt the FCO contract.

Lead consultant and Client Manager for a number of business change and procurement projects. Responsible for business development, client relationship management and assignment delivery. Managed teams up to 10 staff.

Immigration and Nationality Directorate: Business Assurance to Project Board for the Correspondence Management Programme (September 2003 to October 2004)

Business Assurance Manager throughout a programme to improve the efficiency of managing ministerial correspondence. This included leading the project to procure and implement workflow and caseworking systems, designing and implementing new business processes, developing organisational changes and training needs and managing the business case and benefits plan. As a result of this initiative performance on the management of ministerial correspondence improved from under 20% to over 80% completed within PSI target timescales.
Home Office: Procurement of the Criminal Records Bureau (August 1999 to September 2000)

Developed the programme for setting up the Criminal Records Bureau (CRB) for the Home Office and consolidated project activities for service acquisition, accommodation and training into a coherent programme.

Lead consultant to the procurement team operating a full OJEC procurement. Individually responsible for:
• producing the Output Based Specification and tender documents for potential suppliers
• evaluating the output of the Technical Design Study completed by potential bidders
• conducting negotiations with bidders with particular emphasis on the approach to delivering the business requirement
• producing contract documents for the procurement of third party provider (Capita) services under OJEU procurement regulations.

Provided further support after contract award to coordinate the development of the CRB activities including the design and build of business processes.

Office of National Statistics: Commercial Director of Xansa Contract for Application Development Services (March 2003 to September 2003)

Commercial Director for Xansa’s application development contract with the Office of National Statistics. Provided part time commercial directorship to complete contracts and monitor service delivery for this £10 million p.a. contract.

Home Office Video Conferencing Programme (May to August 2002)

Developed the business case and procurement plan for the installation of video conferencing facilities in the Home Office. Conducted a supplier investigation and recommended potential suppliers to the Home Office in the event of future commissioning of this project.

Department of Trade and Industry: Accounting Services Retender Programme (February to April 1999)

Developed the business case and procurement plan for the retender of financial management services under OJEU regulations for the Department of Trade and Industry.

Thames Water: Business Process Outsourcing Contract (March to September 2003)

Commercial Lead in a successful Xansa bid for a £10 milion business process outsourcing contract with Thames Water that was competed under OJEU regulations for the Utilities Sector. This was a groundbreaking piece of work for Xansa as it was the first major business process outsourcing contract won in the utilities sector which had been competed under OJEU regulations. David’s knowledge of the regulated procedures and the best practices for bidding in a regulated procurement was acknowledged as critical to the success of the bid.

London Electricity: Convergent Billing Systems Procurement (August to October 2001)

Managed the procurement project to purchase convergent billing systems for London Electricity. Requested to turnaround a failing procurement project and obtained management commitment to the procurement by introducing a more rigorous process and stronger supplier engagement. Also developed the commercial model to ensure delivery of the business case.

Department of Health: Set up of the National Care Standards Commission (October 2000 to July 2001)

Managed the procurement of financial systems and systems integration services for the National Care Standards Commission within the Department of Health. This involved developing the scope of the services required and all procurement, business case and contract documentation to procure the services using the S-Cat catalogue. Managed contract negotiations with suppliers and the progress of the programme through OGC Gateway process.

In his earlier management consultancy career David managed a review of financial management processes within 24 District Health Authorities to advise on the capabilities of the finance functions to support reorganisation of the National Health Service following the Griffiths report in 1986. The recommendations of the report produced by the team were used to develop financial systems, resources and competencies and financial practices nationally.

Citibank: Electronic Clearing Systems Procurement Project (January to July 1999)

Procurement advisor to Citibank on a project to procure electronic clearing systems. This involved advising on the commercial features of the contract and managing Citibank staff responsible for producing the Statement of Requirements, Invitation to Tender and evaluation models.

Ministry of Defence: Technical Assurance to Project CAPITAL (February 1995 to May 1998)

Provided technical assurance to the Ministry of Defence over a period of three years on project CAPITAL. This programme implemented resource accounting and budgeting systems and financial management processes across the department using an Accounting Systems Integrator (Coopers and Lybrand in a £200m consultancy contract).

Responsible for providing financial management business process guidance to project teams within the programme, developing the Statement of Requirements for the Accounting Systems Integrator’s services and technical assurance of the financial systems and processes developed by the Accounting Systems Integrator after contract award.

A leading member of a small team responsible for developing the financial management strategy for the department and the transition of financial management from cash to resource accounting. Led a programme of roadshows within the department to communicate the transition programme.

• Graduate Trainee and then Management Accountant responsible for the Cement Division

• Assistant to the Group Accountant. Assisted year end accounts production and the preparation of monthly Group Management Accounts

• Develop activity based costing systems for the Royal Mail throughout the UK. These systems were used to provide valuable cost information to support a technology investment programme.


• Treasury Manager responsible for group banking relationships, cash management and management of group leasing companies.

Rank Organisation: Financial Systems Development Project (September 1992 to December 1994)

Managed a programme to implement financial systems worldwide for the Rank Organisation which delivered significant cost and time savings for end of year reporting and higher quality monthly management information. The project involved converting a very high level business requirement into a detailed requirement sufficient to negotiate with Lawson Financials and Hyperion to provide software solutions.

Managed international stakeholders and obtained commitment of the PLC Board to purchase the required software solutions. Managed the systems configuration project, training of UK and US based staff and the roll out of systems to deliver the 1993 year end statutory accounts and management accounts prepared throughout 1994.

The systems were extremely successful in that they reduced costs (by cutting out all overtime costs) and cut the year end timetable in subsidiaries to less than four weeks, and in the corporate finance department to a number of days – a reduction of at least four weeks in the normal year end reporting timetable.

CableTel plc: Budgeting Systems Procurement Project (June to September 1996)

Managed a project for CableTel plc to purchase financial budgeting systems. This was a rapidly growing company in the UK and required strong professional direction to negotiate contracts with software suppliers. Led the development of the project management documentation and the Invitation to Tender and managed the receipt and evaluation of supplier proposals.

Manager in the Financial Management Group responsible for the delivery of a number of assignments. Managed teams of up to 10 staff on assignments. Responsible for developing the Graduate Trainee Recruitment Scheme.

Assignment included:

• Develop a consistent approach to cost management throughout all European based subsidiaries for United Biscuits plc. This developed standard costing systems in use in each subsidiary to ensure that information provided throughout the group was consistent and provided a basis for global business operations.

• Develop activity based costing systems for the Royal Mail throughout the UK. These systems were used to provide valuable cost information to support a technology investment programme.

• Reviewing the financial management systems in NHS District Health Authorities to determine whether they were suitable for accruals based accounting

• Review and management of the Mortgage Arrears Department in the Portsmouth Building Society

Consultant responsible for delivery of assignments in the manufacturing and financial services sectors.

• Supported Bunzl plc in developing the business case to outsource its IT operations.

• Developed the business case and implementation plan for Barlo Limited to relocate operations from Ireland to UK.

• Developed Treasury management systems for DHL and AVIS

• Managed finance lease programme for Citibank