Creagh Warren

Consulting to major Global and European Financial Services organisations, specialising in technology strategy, infrastructure and simplifying complexity. Advising, designing, executing and implementimg to provide genuine, holistic, large scale solutions.

The Swiss Army Knife for the Financial industry, Capco are actively transforming the future of finance, to create a resilient market of transparency, trust and capital strength. We create relevance and business value for our clients and improve user experiences for the end consumer.

Working with global and national organisations including Aurora Lighting, Asplundh, Capebase and Taylor MadeMortgage Solutions to:

• Assess global business and technology environments
• Develop global technology enabled business strategies
• Develop cloud migration and BCP/DRP strategies
• Develop, initiate and manage major strategic IT projects, including cloud migrations; ERP, O365 and SharePoint deployments; Mobility solutions; and infrastructure upgrades resulting in significant realised time and cost efficiencies and service improvements
• Effectively manage vendors / partners, (re)negotiate support contracts, etc.
• Introducte ITIL frameworks and organisation-wide Change Management processes
• Analyse, improve and economise business processes
• Provide general management coaching and support in areas including HR, Sales & Marketing
• Identify areas of business risk and business growth
• Demystify Technology concepts such as Digital, Cloud, Shadow IT, Mobility, e-Commerce

• Strategic Technology Consultant IT Global(UK)- UK Consulting to companies such as Oliver Marketing, KPMG, Starbucks and Bank of Ireland to develop Business, Digital and Technology Strategies and Plans, implement ITIL/ISO27k frameworks and ITSM systems and manage projects such as infrastructure and application migrations to cloud based solutions and Data Centres

• Responsibility for national IT environment comprising 16 sites, including very active Application Support/Development and Infrastructure teams during a period of significant change, company growth, M&A’s
• Contributed to the doubling of the net worth of the company from $500m to $1b through appropriate technology projects
• Development of a 5 year Technology Strategy in line with the company Business Strategy
• Eliminated over $300k in operating expenses through economisation of existing business processes, efficient vendor management and renegotiation of contracts - while increasing service levels
• Introduced and launched Business Intelligence (BI) resulting in an 85% reduction in spread sheets and time reduction of 50% for month end reporting and 90% for ad-hoc reporting
• Implementation of ITIL/ISO frameworks, Service Management and organisation-wide Change Management
• Successful initiation and launch of major projects including: ERP system upgrade, supply chain technology upgrades, mobile POS tablets and barcode scanning, workflow automation for back office financial processes including cloud based expense and document management and a customer/supplier portal integrated with the ERP and BI systems

• Strategic management of a complex, 3x inter-city business and systems consolidation project as a result of M&As
• Management of project budgets and multiple internal and external stakeholders and vendors(incl. C-level Executives)
• Development of Transitional and Operational Support Models and Strategies and the Test Strategy
• Management of multiple other PMs and BAs and AXA Tech(a separate company within the AXA group facilitating provision of technology services)
• Development and upkeep of ongoing project documentation including Risk Matrices and presentations to C-levels of all three companies involved
• Management of vendors providing services to all three companies and renegotiation of contracts to facilitate consolidation under AXA

• Responsibility for IT environment comprising 12 sites and 1500+ computers
• Broad mandate to introduce control of and significantly reduce on-going operational expenditure whilst also increasing delivery of technology based services and raising staff and student satisfaction
• Development of IT policies and procedures and establishment of longer term vision and strategy for the effective contribution of IT to the overall performance and growth of the College rather than being a reactive support department
• Specific focus to develop an IT strategy to support the two main business initiatives of expanding internationally to attract international students and to develop a Business Unit to offer direct-to-business workplace training for companies
• Formed a central technology committee to facilitate communication and gain input from staff and students regarding college issues, requirements and suggestions relating to technology
• Management of opex and capex budgets(£ 2M+)
• Eliminated~ 50% of operating expenses through vendor consolidation, contract renegotiations and cost control processes
• Achieved expenditure reductions(~ 25%), increased business functionality and increased revenue(~ 10%) by introducing and launching several technology environment upgrades including a private MPLS WAN linking all sites, Cloud services, Virtualisation, Standard Operating Environment(SOE), Virtual Desktops, Print Management and VoIP across all sites-replacing multiple disparate systems
• Initiation, development, ongoing management and delivery of projects and initiatives including Student Email, secure Staff and Student Remote Access portals, secure Staff/Student/Guest Wi-Fi services, intranet and Document Management system utilising SharePoint, Customer Relationship Management system, Business Intelligence and a new Oracle Financials based finance system, streamlining backend administrative processes
• Achievement of significant improvements in efficiency, effectiveness, perception and service delivery of the IT department through the implementation of processes, procedures and staff restructure towards ITIL/ISO standards
• Establishment of SLAs, KPIs and management of Service Delivery against budgeted targets
• Mentoring of IT staff and development of career development program and training
• Establishment of cooperative working relationship between IT, Facilities and Technology Faculty staff
• Worked with Technology Faculty to help develop work place training programmes for the new Business Unit

• Focussing on the Department of Physics leading up to the CERN Large Hadron Collider project
• Completed an in-depth analysis the department's IT en vironment and presented this to the Administrative Secretary and overall Head of Department
• Formation of a technology committee comprising department heads from all sub-departments(~ 13) with the aim of centralising technology strategy and resources
• Development of an IT Strategy focusing on effective IT service provision across the department and collaboration of information between sub-departments
• Restructure of IT environment and resources
• Mentoring of Central IT staff and establishment of cooperative working with sub-department support staff
• Budget management(£ 5M+)-successfully brought finances from deficit back to within budgeted profiles
• Successfully brought several major projects back on track and to completion including a core infrastructure upgrade, introduction of a centralised SAN, rollout of Active Directory across all sub-departments
• Worked with Heads of IT from other university departments to align strategies and coordinate university wide projects and initiatives such as the rollout of the wo rld's largest Cisco VoIP network and rollout of LapWing wireless network

• Establishment of centralised management of IT staff and resources throughout UK, Europe, Asia and the Americas
• Management of global operational environment
• Coordination of all technology projects
• Coordination of Infrastructure Support, Applications Support and Service Desk teams
• Change Advisory Board(CAB) Chair
• Achievement of fully tested offsite Disaster Recovery environment
• Establishment of and migration to new Data Centre
• Effective management of vendors and partners (incl. Reuters, Thomson, Bloomberg, equipment and service providers)
• Successful launch of several projects resulting in a substantial increase in resiliency and redundancy, providing a more stable platform and more rapid IT response times for fund managers and the business as a whole

• Establishment of new office and presence in Melbourne (HO in Sydney)
• General and Operations management including staff management, sales/marketing, budgeting, etc.
• Projects Director for all major customers nation-wide
• Achieved the successful migration of the IT environment for the Australian HO building relocation of Manchester Unity with a smooth transition and no impact to the provision of services

• Direction and leadership in the development of a pioneering online access portal for large multi-national companies
• Establishment of IT strategy and longer term vision to continue operations as one of Australia's fastest growing companies
• Budget management, reducing expenditure and maximising value from appropriate technology investments

• Achieved the successful migration of the IT environment for the Australian HO building relocation with a smooth transition and no impact to the provision of services

• Effective management of Institutional Banking IT environment throughout Australia, London, New York, Tokyo, Hong Kong and Singapore, including establishment of centralised management of ~30 geographically diverse staff