Andy Pickles

Current

• Global Programme Manager at Deutsche Bank

Past

• Global Programme Manager (Contract) at AXA Investment Managers
• Head of Technology at Sales Activation Solutions Group Ltd
• Senior Manager - Strategic Planning and Change at Societe Generale Corporate & Investment Banking

• Chief of Staff and Portfolio Management at Barclays Capital

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Education

• Swansea University

Recommended

17 people have recommended Andy

Connections

199 connections

Industry

Management Consulting

Andy Pickles’s Summary

 A client and stakeholder manager focused on bringing about change to drive business value.
 Brings positive business results by operating dynamically at all levels of an organisation.
 Delivers business aligned solutions in context with strategic and operational needs.

o Partnered business stakeholders and developed trusted relationships at the CxO level for over 7 years.
o Planned and managed change and project portfolios of £10m.
o Led multi cultural, multi disciplined matrix teams of over 100.
o Delivered multiple and concurrent £1m+ strategic programmes with significant savings and benefits.
o Designed and implemented strategic, organisational and cultural change.

Andy Pickles’s Specialties:

Client and Stakeholder Relationship and Account Management, P&L Budgets, Service Design, Delivery and Alignment, Cost Optimisation, Suppliers and Contracts, Outsourcing, Matrix Management, Programme and Change Management (MSP), Strategy, Advisory and Planning, Business Case Design, Facilitation and Coaching.

Andy Pickles’s Experience

• Global Programme Manager

  Deutsche Bank

  (Public Company; 10,001 or more employees; DB; Banking industry)

  August 2008 — Present (5 months)

  Responsible for programme managing the design and delivery of a client facing services catalogue for the £1.4bn annual budget of Information Technology activities, covering all end user and enterprise infrastructure services delivered in 78 countries.
  
  Goals: To further increase transparency of activities and costs through:
   Globally consistent services that are understood by clients and charged on the basis of unit price by consumption.
   Service offerings tiered and bundled with defined cost and quality levels appropriate for client needs.
   Rationalised and simplified access for clients to request, manage and report on services.
  
  Results (to date): Established foundation, blueprint and plans.
   Delivered framework, service composition, structure and hierachy with approach to pricing, allocation and charging and performance measurement.
   Delivered initial 2009 business case, interim pricing approach for 2009 planning and implementation roadmap.

• Global Programme Manager (Contract)

  AXA Investment Managers

  (Public Company; 1001-5000 employees; AXA; Investment Management industry)

  August 2006 — December 2007 (1 year 5 months)

  Successfully delivered 2 large £1m+ COO sponsored strategic programmes concurrently.
  
  "Global Technology Services Optimisation"
  Delivered a one year £1.5m+ programme leading IT Executive Management and all IT resources. The goals were to improve cost transparency, reduce capital outlay and reduce disruption to business services.
  o Achieved 21% vs. 15% reduction in disruption, improving support ratios by 20%, saving £0.4m
  o Delivered 38% vs. 35% asset reduction, saving £0.6m capital and avoiding data centre investment 1.5 year+
  o Secured 2008 budget approval for service based costing
  
  "Global Services Integration"
  Hired by the CIO to run a £1m+ service integration programme that resulted in £1.75m+ savings for AXA. Included a US based joint venture, in sharing services and platforms.
  
  o Delivered strategic outsourcing of global networks
  o Delivered improved services and platforms in Asia

• Head of Technology

  Sales Activation Solutions Group Ltd

  (Privately Held; 11-50 employees; Marketing and Advertising industry)

  October 2005 — March 2006 (6 months)

  Reported to the CEO, led a multi-disciplined project, support and development team, with external build support.
  - Reduced running costs by 17%, redefined key operations processes to deliver a 38% saving.
  - Delivered Board approved technology roadmap and completed technology due diligence for 2 acquisitions

• Senior Manager - Strategic Planning and Change

  Societe Generale Corporate & Investment Banking

  (Public Company; 10,001 or more employees; Investment Banking industry)

  October 2000 — November 2005 (5 years 2 months)

  Reported to the Global Head of IT Strategy and led strategic planning processes, provided advisory services to the CIO, managed design and delivery of change and led organisation and service alignment, cost optimisation and governance improvements:
  
  o Built and led a change programme to drive business focus and empower and unify infrastructure teams globally. 80+ managers, 10 streams globally for a 3 year period.Up to £10m annual change portfolio planned, arbitrated and governed. Improved on time delivery and client satisfaction index
  o Optimised the vendor portfolio that resulted in savings of £5m versus a £3m target
  o Led service model work streams to design and implement a new service aligned organisational model. Delivered organisation blueprint, governance and services definition. Led implementation of performance frameworks - ITIL, KPIs, SLAs and service catalogues
  o Managed the IT executive management strategic planning and change agenda with £300m annual budget scope

• Chief of Staff and Portfolio Management

  Barclays Capital

  (Public Company; 5001-10,000 employees; Investment Banking industry)

  December 1997 — October 2000 (2 years 11 months)

  Reported to the Global Head of Engineering and managed resources to deliver business aligned products:
  - Drove departmental strategic planning and project prioritisation to support senior management budget arbitration.
  - Reduced cost and time to market by leading delivery of standard technologies across existing international sites.
  
  Also held roles as:
  - Global Deployment Manager responsible for Process Improvement Initiatives across the IT organisation
  - Regional Account Manager (Asia) responsible for implementing the Year 2000 programme, including 7 months in Asia.

Andy Pickles’s Education

• Swansea University

  2.1, Business Studies, 1989 — 1992