Nick Morris

morris.nick@btinternet.com

Tel: 01234 350257 / 07484 726968

PERSONAL PROFILE

A highly experienced change leader with over 20 years in driving business and IT transformational change for ‘blue chip’ companies across diverse sectors - IT, Insurance, Financial Services, Engineering, Mobility, Transportation and Media. I have held a number of positions of increasing responsibility.

A member of the VWFS UK Business Transformation Senior Leadership team, instrumental in helping VWFS adapt to a period of unprecedented growth and change.

I have an excellent track record in leading enterprise wide change at Volkswagen Financial Services, Atos, Siemens, Aon, Prudential Assurance.

Working closely with the UK Board, conversant with business strategies, able to successfully translate the company vision into a series of achievable programmes and projects whilst ensuring that the right initiatives are undertaken.

Responsible for the operation of a robust change governance structure ensuring accountability and predictability of the outcomes of each transformation initiative.

My key focus areas are business service strategy/planning, project strategy/planning, communication and change management.

I specialise in leading and driving step changes in the capability and maturity of delivery teams, implementing a high performance culture that excels in meeting customer challenges.

Promoting the selection of smart delivery methods to achieve success, highly collaborative, commercially astute, conscientious, strategic but pragmatic, professional, goal driven and thorough. A dynamic and effective leader.

My most recent challenge has been to lead a balanced Portfolio of strategic change on behalf of Volkswagen Financial Services involving a team of 30 Project Managers and a PMO analysts with an annual change budget remit of £20m

KEY SKILLS

Leadership, Portfolio Management, Programme Management, Project Management, PMO, business change strategy, driving team performance through a high performing culture, stakeholder management, change governance, effective use of scope & change control, business change, pre-sales, contracting, transformation and transition projects, extensive deployment experience, business analysis, preparation of benefit cases and measurement of subsequent achievement, service transition, risk and issue management, problem solving, supplier management, communication, inspired leadership of teams of 80+ staff, ability to turn around failing projects, quality management, control, reporting, requirements gathering & management, customer acceptance, cultural awareness, due diligence, staff leadership and development in both project and matrix environments, collaboration, high impact presentations,

CAREER H ISTORY

Page 1

Volkswagen Financial Services

Appointed by VWFS to enhance their change delivery capability through the creation of a balanced Portfolio of strategic change programmes and projects within the UK and Ireland with the remit to recruit, work with and develop high calibre teams.

Portfolio Manager November 2012 – Current

Accountable for the delivery of a strategically balanced Portfolio of Programmes and Projects, generally 40-50 live projects at any point with an overall Portfolio budget valued at £15-20m.

Ensuring that both strategic change and ROI goals are achieved through strong benefit cases and a rigorous approach to benefit realisation.

I lead a highly skilled team of 30 change professionals – Programme, Project Managers, Project Support Officers and a Portfolio Management Office. The nature of the projects range from business change, strategic transformation, risk and compliance, audit, HQ driven programmes, joint ventures with Volkswagen Group and external parties and involve business change, transition, IT change, business process change.

Siemens IT Solutions and Services / Atos Sept 2006 – October 2012

I joined the newly formed Atos organisation from 1st September 2011 following the merger of Atos Origin and Siemens IT Solutions and Services.

Programme Manager (Atos) Sept 2011 – October 2012

Leading a range of large programmes on behalf of Atos clients, including a large scale server transformation programme of over 1000+ servers, involving a team of 70+ staff across 12 countries within Siemens North West Europe Cluster.

Programme Manager (Siemens IT Solutions) Sept 2006 – August 2011

Responsible for the successful and profitable delivery of high profile Siemens and external client transition and transformation programmes / projects with budgets ranging from £850k to £10m. Projects delivered include infrastructure transformation, service transition, business change, SAP implementation. I was also responsible for the leadership and development of group of 20 project managers. Key clients included, Siemens Operating Companies, BBC, the Environment Agency, National Savings and Investments, Transport for London.

Aon Risk Services International eSolutions

Programme Manager March 2003 – Aug 2006

Reporting to the Managing Director, responsible for the successful and profitable delivery of a programme consisting of between 8-10 complex international deployments of Aon’s Risk Console product on behalf of a number of high profile multi-national companies.

This role also required me to transition a new US based insurance risk solution to the European market and then directly manage several high profile initiatives including a global change programme for Nestle.

Page 2

Prudential Assurance Ltd

Programme Manager March 2000 – April 2003

Challenged with building a new project delivery capability from scratch, I recruited and trained a team of 12 project managers who were able to deliver 17 large change programmes and 260 smaller projects across the Prudential’s UK sites

Programme Manager Jan 1995 – Feb 2000

Successfully delivered a number of high profile projects with budgetary responsibility ranging from £50k to 1.6m. Office re-locations, server and network upgrades, application assessment, integration and deployment. Implementation Manager July 1992 – Dec 1994

Ownership and delivery of implementation / deployment work streams within major deployment projects.

Systems Analyst Feb 1991 – June 1992

Definition, prioritisation and cost benefit analysis of business requirements on behalf of the Field Systems Development function. A critical role in ensuring that the strategic vision of the company could be supported by the successful delivery of IT solutions.

Technology Trainer / Manager Jan 1990 – Jan 1991

Delivered technology training to Prudential’s regionally based sales and admin teams ensuring successful take-up of new system deployments. Combined role with planning training campaigns.

MA JOR ACHIEVEMENTS

Radically improving the ability of VWFS to deliver high quality projects through a focus on people and skills, delivery framework, improving the quality of Project Governance, high quality PMO services and reporting. Driving both productivity and company profitability.

Building a Portfolio Management Office function that within one year has become an acknowledged and valued asset across VWFS.

Selected by the Head of Project Management UK to deliver a rapid programme turnaround for a poorly performing desktop transformation at the BBC. Quickly identified the root causes of issues and implemented a project improvement plan which was successfully completed, the end result being restored customer confidence and the programme back on track. Budget responsibility in excess of £10m and a team of 80+ staff.

Successfully delivered a challenging international project on behalf of a multinational food company across 96 countries. This involved a thorough understanding of the cultural challenges presented by each country and strong board and local stakeholder management. The project required the configuration of systems in 6 languages, the functional and data migration from over 30 legacy IT systems, working with the customer to deliver a seamless transition to new business processes and the definition of new staff roles. The project was implemented on time and within budget meeting agreed quality criteria.

Desktop transformation projects for Siemens operating companies (Building Services and Transport) to over 4500 end users updating their OS to the Siemens corporate standard and the resultant changes to operational processes.

Created a Programme organisation and a London based project team on behalf of Prudential which successfully delivered over 20 major projects and 500 smaller work requests between 2000 and 2003.

Page 3

Winning competitive bid for the BBC Desktop Programme.

Personally selected by the Head of Projects to represent Siemens in a successful ‘project competition’ against other bidders under high scrutiny from embedded Client Observers.

Delivered approved end user and service transition work streams on high profile public sector bid on behalf of Siemens.

CORE COMPETENCIES

Portfolio, Programme and Project Management - ability to lead and deliver large, complex and commercially challenging change both nationally and internationally

Over 20 years’ experience delivering a wide range of programmes and projects ranging from business transformation, IT transformation, service transition, software development.

Leading a Portfolio of high profile change on behalf of VWFS with the ability to successfully adjust to critical events

Programme management of major National deployments, e.g. up to 28,000 end users on behalf of the BBC.

Major implementations - delivering business-critical hardware and application work streams to multi user and multi-site environments.

Software implementations, business liaison, requirements gathering, technical evaluation, licensing agreements, negotiation, planning, SLAs, testing, delivery & review.

Ability to rescue / turn-around troubled projects. Pragmatic use of quality systems and gates within a strong governance framework. Introduced high quality and accurate portfolio and programme reporting so that failing

projects could be highlighted early and resolution plans put in place.

Leadership – an inspiring and effective leader

Able to refocus underperforming teams on the right objectives and to restrict poor behaviours whilst ensuring all team members are accountable for overall success.

Ability to build effective cross functional global teams ensuring that shared objectives are agreed and that a high degree of cultural awareness is in place.

Led the Programme that re-developed and implemented the new VWFS Delivery Framework aimed at improving the organisations delivery capability.

Deployed the Prince 2 project method at Aon eSolutions and across 7 European countries. Responsible for the development and management of the London Desktop Projects Group,

providing effective software, hardware and network solutions to over 7,000 Prudential staff. Actively mentor and support the career progression of PMs, at Siemens, 6 were promoted

during my tenure.

Commercial and Entrepreneurial Focus – an ability to control risk, costs and identify opportunities

Successfully achieved Portfolio budget targets in each of my three full years at VWFS Proven ability to deliver programmes and projects within cost and margin targets. Significant contribution in major bid success at both Siemens and Aon. An ability to bring effective

project planning and a sense of ‘delivery realism’ to bear throughout the sales process. Improved client satisfaction ratings amongst eSolutions customers measured through the company

annual satisfaction survey. Reduced non-conformance costs by 57% at Aon through improved project processes, controls and

quality management adoption. Strong record of Supplier Management ensuring effective commercial frameworks, contract,

processes and measurement criteria are in place. Opportunity management – working with clients to identify and close opportunities to improve the

client offering and improve the project’s commercial position, for example up selling of £230k on a key Desktop project for Siemens Transportation Services.

Page 4

Rigorous focus on risk management, I have created multiple successful risk management regimes.

Stakeholder Management & Communications – understanding and meeting client needs

Ensures that both the Client and the Project team have a shared vision of success, always underpinned by clear and agreed acceptance criteria.

Able to bridge the gap between pure technologists and customer users. Generates effective stakeholder relationships, building trust in order to ensure that customers gain the

business benefits arising from project and programme delivery. I achieve this through active positioning of my PM role close to the client environment where I can understand the key client challenges and drivers.

Use of formal reporting methods backed up by a willingness to work directly with key stakeholders to resolve through a trusted relationship.

Ability to help customers understand and agree their important contributions toward programme success.

Definition of effective governance structures placing the client at the heart of project and programme delivery.

ABOUT ME

I like cycling, walking Rupert (my cocker spaniel), DIY, enjoying sport, I am a season ticket holder at Bedford Rugby Club, holidays, meditation, good food, cooking and good wine when I can afford it.

Page 5