Interim IT Business Change

We have a network of global technology vendors we can open up to address a specific business problem. Our target vendors are not only leading global players, but importantly smaller niche boutique software or cloud technology firms who deliver real value!

PMO Programme Management

A PMO’s headline role is as the executive arm of the Project Governance Committee (PGC), accountable for the management of all change within an organisation! PMO’s without authority are a failure from the start!

Vendor & IT Supplier Management

Getting past all the Vendor / Supplier marketing hype to a solution that best fits your requirements is a key objective we can help manage for you! Not all suppliers bring the value a business requires.

Technology Vendor Hype

Understanding all the marketing hype that vendors throw at customers can be daunting. With more than 25 years within the supplier marketplace we have the inside track in order to push back and get the best deal breaker.

IT Skills and Experience

Interim consultants bring with them many years of exposure to different IT change programmes. This is something that is not learned in a classroom environment. Migration change programmes are better served when it has been seen or done before. More>

Do you Outsource or not?

Outsourcing is not for everyone but non revenue generating functions like back office ‘day-2-day’ services are areas where selective outsourcing could be better used. We can walk you though the minefield of these options.

Interim Services Offered :

INTERIM TRANSFORMATION SERVICES

  • INTERIM IT CHANGE MANAGEMENT
  • CONTACT CENTRE SHARED SERVICES
  • VENDOR/SUPPLIER CONTRACT AUDITING
  • ASSESSMENT OF SECURE CLOUD ACCESS
  • OUTSOURCE BPO SUPPLIER STRATEGIES
  • DIGITAL TECHNOLOGY MIGRATION
  • BUILDING EFFECTIVE COMMERCIAL TEAMS
  • PCI COMPLIANCE & RISK ASSESSMENT
  • TELECOMS COMMERCIAL AUDITING

TECHNOLOGY AND SOLUTIONS

  • CONTACT CENTRE / BPO SOLUTIONS
  • IT MIGRATION TRANSFORMATION SERVICES
  • SaaS SERVICE PROVIDER ASSESSMENT
  • MICROSOFT SHAREPOINT & EMAIL MIGRATION
  • HOSTED DATA CENTRE
  • SECURE CLOUD SINGLE SIGN-ON
  • TELECOMS INFRASTRUCTURE MIGRATION
  • MDM (Mobile Device Management) STRATEGY

PMO OFFICE GOVERNANCE STRATEGIES

  • PMO SETUP AND GOVERNANCE
  • RESTRUCTURING PMO OFFICE FUNCTIONS
  • PROGRAMME MANAGEMENT SERVICES
  • IT PROJECT TRANSFORMATION
  • HIGH PROFILE PROGRAMME STAKEHOLDER MANAGEMENT
  • PMO TOOLS ASSESSMENT
  • OPERATIONAL IT TEAM RESTRUCTURING
  • EXECUTIVE LED PMO ENGAGEMENT

References from industry leaders

Managing Director at Defined Project Solutions: Steve Pinkney
I first knew Craig by reputation and was delighted to have an opportunity to meet him a few years ago. Since that time, we have worked together on several major technology contracts and I have been consistently impressed by Craig’s energy and professionalism. His network of contacts is superb, at a very high level, and he enjoys an excellent reputation amongst his peer group. We are currently working together on further significant opportunities and I enjoy our many meetings; always professional, fun and proactive.
CEO Dreambox Contact Centre & BPO UAE: Mims Talsi
My experience with working with Craig (in Convergys) as well as with a client (dnata, part of the Emirates Group) has not only been consistent but professional, diligent and a delight. He has incredible attention to detail and takes business decisions others would not have even thought about. He is truly a thought leader that helped us make decisions more quickly and effectively. He definitely has a positive drive that builds confidence in working with him and his Company. I would highly recommend his services to any client or partner of mine.
General Manager & Vice President Sales at Push Technology: Lee Cottle
Craig, worked as my VP of Sales at Vicorp he is not only a person of integrity, he is an outstanding sales professional that has always been able to bridge the gap between technology and business process and more importantly business outcomes. During his tenure with us, I could always depend on Craig, he is passionate, energetic, dependable, and had a wonderful sense of humour. During his time at Vicorp we took the business from loss making to profitability in 2007 and on to a successful float on the Alternative Investment Market (AIM). When our largest business partner filed chapter 11 we were forced to dissolve the business in 2009, which was no reflection of the team but market conditions. I am still in contact with Craig and would have no hesitation in recommending him into a senior executive role, either within operations, change management or sales.
Region Sales Director – Cisco Financial Services - London: Simon Hill
I have had the pressure of working with Craig on several occasions during the past 20 years at Cisco. Following several joint client engagements on some of the largest, most reputable Retail/Investment Banking and Insurance companies in London and globally, my experiences of working with Craig are that he’s reliable, dependable and perhaps most importantly, trustworthy. Craig also exhibits great leadership skills, a sound knowledge of the IT industry and of business in general.
CEO Convergys UK (Formally Intervoice): Ken Jacobson

I have known Craig for over 10 years and have no hesitation in recommending him and would happily work with him again. He has excellent communication, leadership and transformational skills and will add a high level of business value in a complex and challenging environment.

Example Interim Projects Completed

Moving the CIO operational departments into the twenty twenties and beyond!

Initial focus was on the establishment of a 5 year Business Case ROI to establish a new outsourced shared services Centre-of-Excellence, in a low cost region. This followed selecting the Philippines as location and to drive the ‘Cradle-2-grave’ management and the implementation of all the workstreams affecting the programme, and guiding all the global telecoms suppliers and IT technology vendors to a successful migration of services. While setting up a new PMO governance board and using an agile approach for the project we were able to deliver under planned budget and in time.

dnata Travel

part of Emirates Airline Group

Supporting the newly appointed CIO with assessment of all suppliers, responsibility for managing an IT budget spend of $65Million and driving cost containment. Delivery of IT operational financial reporting and analysis primarily through the renegotiation of outsourced vendors, and supplier restructuring including the transition of hosted Data Centre services to alternative lower cost options. Engaged leadership team to transform the IT culture and behaviours in a way that creates engagement, understanding and commitment in all employees.

Coats PLC

Largest Global Textile Manufacturer

Engaged with the CIO to establish a working committee to assess the transformation of the London Futures Exchange from the old style “Trading Pit” environment to a new technology led computerised trading platform. This required the risk assessment of new bleeding edge infrastructure and application creation to enable traders to sit at desks rather than the "Pit style" process of hand gestures and manual slips of traded paper.
This had far reaching cultural change impact and the communication of the changes was a pivotal element to the successful migration.

NYSE Euronext

now London Futures Exchange

Hired into an Interim Business leadership function with one of the largest Swiss Investment Banks. Taking the Technology transformation programme to the next level of full end-to-end global Next Generation Cloud computing. The programme deployed  24 greenfield Data Centres requiring leadership to manage a challenging 6000 seat campus building . The third phase was to build out and deploy a fully automated and aggressive roll-out of branch technology refresh globally. This programme was one of the most watched deliveries within the banking sector in 2016 and 2017.

Investment Bank

"Confidential"

Frequently Asked Questions:

Do you recommend technology solution providers ?
Yes, we can and often do provide recommendations, technology suggestions or even agree to invite new vendor partners or suppliers to the table for consideration on specific projects.  We are not sponsored nor do we take any commission from suppliers as the selection process on suppliers is based on technology fit for our clients and often taken by the client executive or the CIO on their final assessment.
What is your typical engagement policy?

Depending on the specific customer requirement we typically engage with high profile, board level change programmes, driven by the executive suite or are placed by agents on specific project. We always have agreed contractual commitments in place before engagement laying down all the deliverables, time-frames  including billable day rates which vary depending on project and location.

What are your typically Interim engagement periods for assignments ?

Programmes obviously differ by customer, but we cover short-term Advisory periods which result in assessing a situation or providing recommendations. We do however engage in assignments which are tactical or fire fighting and usually pressure driven to address business needs quickly. We are often requested for interim transformation programmes often for periods up to 18-months to support the CIO Office, or address business merger / carve-out around technology integration.

What geography do you cover ?

CCServe is based out of London, United Kingdom and have covered projects right across the United Kingdom, but many of our projects are abroad within East or Western Europe, Middle East, Russia, Asia and have ventured to the Philippines and Southern / Eastern Africa.

How do you engage within a client ?
As Interim Change Directors we are more often than not approached by the executive management layer to address specific and often sensitive programmes usually resulting in operational people change. In order to provide a successful programme engagement we have to work across all the management layers from Board members to Business Operations, IT Departments, HR and Legal but also engage across all the business functions from Marketing to Finance, HR, Facilities and IT including external 3rd party vendors & suppliers, or hosted outsourced BPO’s contractors.
The PMO Governance Charter has changed!
Project Management Office has become a blend of Strategic Planning, Portfolio Management, Program/Project Management and Resource/Workload Management.

PMOs must and should be aligned to the decision-making level of the organisation with the head of PMO reporting directly to an executive business leader not the IT Department!

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