Objective ─ To design programmes of change on behalf of the business areas to deliver required outcomes.
Key Achievements.
- Decommissioned the “CMMi Level 3” CIO transformation initiative & incepted the “GITR Navigator” programme – A proposal to manage the “Demand & Supply Chain” across the CIO.
• Budget: 7 MGBP (incl. HW at 350 KGBP & SW at 550 KCHF).
• Duration: 18 months
• Executive/Senior Stakeholders: CIO, Directors & Senior Line Managers.
• Direct Reports: 3 Project Managers, 1 QA Manager & 1 Programme Support Officer.
• Staffing: 60 FTEs (15 internal staff at 580 GBP/day & 45 external staff at 420 GBP/day).
• Achievements:
o “Demand & Supply Chain” proposal approved by the “CIO Executive Board” in July 2006.
o Requirements signed off & base lined.
o Mobilisation of “GITR Navigator Change Programme Team”.
o Approval of the “GITR Navigator - Stage 2 Bid” by the “CIO Executive Board” in September 2006.
o “GITR Navigator – 1st Release” successfully deployed in February 2007
- Defined & implemented the organisational design & structure of Barclay’s “CIO Payments Application Grouping” — The “Target SI Portfolio Model”. Recruited 80% of senior project/programme managers for the defined organisational structure.
- Designed & delivered the “Financial Action Task Force – Special Recommendation VII, FATF SR VII”, Regulatory FSA project.
- Salvaged the inception of the “Brains Decommissioning – Tier 1” programme.
• Budget: 8 MGBP (incl. HW at 800 KGBP).
• Duration: 8 months
• Executive/Senior Stakeholders: CIO, Directors & Senior Line Managers.
• Direct Reports: 5 Project Managers, 2 QA Managers & 1 Programme Support Officer.
• Staffing: 140 FTEs (20 internal staff at 580 GBP/day & 120 external staff at 420 GBP/day).
• Achievements:
o Requirements signed off & base lined.
o Mobilisation of “BRAINS, UKBA & SOLD Change Programme Team”.
o WM signoff of the “Migration Strategy & Implementation Plan, Decommissioning End-to-End Solution & Programme Scope & Initiation Definition”.
o Approval of the “Brains Decommissioning - Stage 2 Bid” by the “CIO Executive Board” in April 2007.
- Accountable for the delivery of the above programmes as to budgets, milestones, resources & acceptance.
- Key point of contact between the business & technology team — Interfaced monthly with the “Programme Sponsors, Accountable Executives & Business Account Managers” & weekly with the “Senior Business Change Managers”.

Objectives ─ To sustain “Orange Communications Switzerland, OCH” strategy for business growth & profitability.
Key Achievements.
- Defined & deployed a new organisational structure for the “OCH Technical Solutions Portfolio/Programme Management Community”.
- Designed & deployed the “best of breed” business processes under a generic framework for continuous profit margin growth & for the delivery of future revenue generated strategic initiatives.
- Identified & implemented a unified set of management tools for resource capacity planning, budget forecast & monitoring, portfolio monitoring & reporting.
- Led the delivery of the “OCH Technical Solutions, TS” planned initiatives into “Business As Usual, BAU”, ensuring that TS had the capability & capacity to accept changes. Delivered the “TS 2004 & 2005 Roadmap Initiatives” to generate the targeted 250% revenue increase & 100% cost reduction for the fiscal year.
- Championed the “CMMi Level 3 Project Management Process Areas” across OCH.
- Accountable for the definition & delivery of the “TS Annual Roadmap” as to budgets, milestones, resources & acceptance.
- Key point of contact for all “TS initiatives” across OCH — Interfaced monthly with the “Business Account Managers”, biweekly with the “OCH Management Board” & weekly with the “TS Management Board & Senior Business Change Managers”.
Technical Solutions 2005 Annual Portfolio.
- Budget: 77 MCHF (incl. HW at 8 MCHF & SW at 13 MCHF).
- Executive/Senior Stakeholders: CEO, Vice Presidents & Directors.
- Direct Reports: 4 Portfolio Managers, 1 Portfolio Management Officer & 1 Portfolio Support Officer.
- Staffing: 172 FTEs (i.e. 42 internal staff at 0.9 KCHF/day & 130 external staff at 1.5 KCHF/day).

Objective ─ Design & deliver an “Enterprise DataWareHouse, EDWH”, including all “Business Intelligence, BI” initiatives sourced by the EDWH.
Key Achievements.
- Delivered the EDWH programme, including new BI initiatives, in November 2002 to manage the company’s P&L margins.
- Directed & delivered the “EDWH 2003 Roadmap Initiatives” to monitor & control the targeted P&L margins for the fiscal year.
- From its initial concept in April 2001, the EDWH was officially recognised as a success by the “OCH Management Board” in January 2004 as it sustained 100% management of the actual & forecasted P&L margins — enabling “Management Information, MI” for future revenue generated strategic initiatives.
- Championed the “CMMi Level 2 Project Management Process Areas” across TS.
- Accountable for the delivery of all “EDWH initiatives” as to budgets, milestones, resources & acceptance.
- Key point of contact between the business & the technology team — Interfaced monthly with the “Programme Sponsor, Accountable Executives & Business Account Managers” & weekly with the “Senior Business Change Managers”.
EDWH Programme.
- Budget: 45 MCHF (incl. HW at 4.5 MCHF & SW at 6.3 MCHF).
- Duration: 3 years.
- Executive/Senior Stakeholders: Vice Presidents, Head Of Departments & Senior Line Managers.
- Direct Reports: 4 Project Managers, 1 Senior Test Manager, 1 Delivery Manager & 2 SI Managers.
- Staffing: 36 FTEs (i.e. 8 internal staff at 0.6 KCHF/day & 28 external staff at 1.5 KCHF/day).

Objective ─ To migrate a legacy “SuperAgent” reservation system from an antiquated “LISP Architecture” on a “Texas Instrument” environment towards a “J2EE Architecture” on a “Unix” environment.
Key Achievements.
- 72% of the “SuperAgent®” business modules, including the supporting “J2EE” framework, were fully migrated in August 2002, with a total deviation of 7.67% from the forecasted 47.7 MCHF budget.
- From its initial concept in 1998, the primary technological strategy of moving away from the “TI environment” to a “J2EE environment” was 72% achieved by August 2002.
- The favoured “J2EE & RUP” frameworks were fully recognised by the “SwissAir Group Management Board” in 2002 as the future technical directions to expand customer propositions whilst reducing operational cost savings & increasing QoS.
- Accountable for the complete migration programme as to budgets, milestones, resources & acceptance.
- Key point of contact between the business & the technology team — Interfaced monthly with the “Programme Sponsor, Accountable Executives & Business Account Managers” & weekly with the “Senior Product Managers”.
“SuperAgent” Migration Programme.
- Budget: 60 MCHF (incl. HW at 6 MCHF & SW at 10 MCHF).
- Duration: 2 years.
- Executive/Senior Stakeholders: CEO, Vice Presidents & Directors.
- Direct Reports: 2 Project Leaders, 2 Lead Engineers, 2 Test Managers & 2 SI Managers.
- Staffing: 52 FTEs (i.e. 12 internal staff at 0.9 KCHF/day & 40 external staff at 2.0 KCHF/day)

Mandate.
- The “Airline Management Partnership (AMP) Group” contracted out a “Senior Lifecycle Test Manager” via “ELCA Informatik AG” to completely formulate & manage a full-scale test methodology across “SwissAir Group”, & to test manage the “SwissAir Group – Amber” programme.
Key Achievements.
- Designed & delivered a full-scale test strategy for the “SwissAir Group – Amber” programme – The “Amber Master Test Plan, MTP” was approved by the “AMP Group” in August 2000.
- Managed the approved test strategy as guidelines for “Factory/Site Acceptance Tests”, ensuring a certified engineering test approach & increasing the quality of delivery/deployment.
- The “Amber Release 1.0: O&D Introduction” & “Amber Release 1.1: O&D Forecast Familiarisation” achieved 100% acceptance in November 2000 & February 2001, respectively.
- Accountable for the quality of all “Amber” deliverables as to “F/SAT”.
- Key point of contact between the business & the test team — Interfaced monthly with the “Programme Sponsor & Business Account Managers” & weekly with the “Programme Director”.
AMBER Programme.
- Budget: 45 MEUR (incl. HW at 3.2 MEUR & SW at 5.4 MEUR).
- Duration: 3 years.
- Executive/Senior Stakeholders: Vice Presidents, Directors & Senior Line Managers.
- Direct Reports: 4 Test Leaders, 2 Development Managers & 2 Systems Architects.
- Staffing: 67 FTEs (i.e. 27 internal staff at 0.4 KEUR/day & 40 external staff at 1.0 KEUR/day).

Key Achievements.
- Designed & delivered an automated “Order Matcher Application” for the “Electronic Börse System”, an automated “Global Limit Application & Trade Statistic Application” for the “Electronic Repurchase Ordering Market System”.

Key Achievements.
- Designed & delivered an “Automated Scanning Electron Microscope (SEM) System” based on “Robotics, Image Processing & Classification” application/infrastructure system integration.

Key Achievements.
- Delivery of “Feasibility Studies & Proof of Concepts” to formalised scenarios in the design rationale & certification of “Interactive Safety Critical Computer Systems” as the one on board the cockpit of an aircraft.

Key Achievements.
- Delivery of discrete decision support systems’ “Feasibility Studies & Proof of Concepts” for two US initiatives.

Key Achievements.
- Designed & delivered an “Automated Bacterial Fingerprint Analyser” application.