Alistair Hammond

Recruited by and reporting to the CEO of the Deloitte Central Europe member firm as Chief Information Officer with responsibility for technology across 18 countries, leading digital innovation and ensuring a secure, solid and efficient technology environment. Active member of the Deloitte global CIO Council, the global IT decision making body - the largest professional services firm in the world. Member of the Deloitte Central Europe Leadership group. My clear and vigorously communicated remit was to 'Change the [overall] Business through technology', 'Change IT' and reduce technology costs. Changing the wider business by driving innovation and connecting and making other business leaders and the wider network of 8.000 people in the region aware of the possibilities of technology and driving forward change and implementing new technologies. Governance and Communication: Established new IT Governance Policies, processes and structures approved by the Central Europe Leadership. A complex matrix organisation (geography/business lines) required a governance structure to ensure open two-way communication to achieve actionable results and innovations. Security: Responsibility for Data Security fully reviewed and enhanced policies, security procedures and awareness. Introduced ISO27001 compliance across 18 countries. Cost Management/Reorganization: Reduction in technology costs per person by 20% / 3 year period. Circa. 70% of IT h/c relocated to new low cost location. Innovation - Engine innovation/solution platform generated enthusiasm, connected with business leaders, hidden innovators and made IT the automatic go-to for innovation. Utilising global and delivering targeted local innovations including OneDrive for Business. Global Client Intelligence. MyTime, MyOpportunities, Response IoS apps. Client proposal delivery platform. Amplify. Deloitte Tube.

Led and built team to develop and manage the entire Enterprise Application stack on an extremely consistent and responsive basis across 18 countries. The team were responsible for developing and maintaining: SAP Financials with a automated integration to the specialist Empire Time application SAP Human Resources SAP Customer Relationship Management IBM Cognos Business Intelligence Responsible for development of technology, people, budget control, vendor management. There were many achievements by the team here (often the background items such as upgrades, currency conversions, process automations that would only be noticed widely if not successful but were) but the primary highlight and compliment often received was to have a single integrated platform across all business areas leading to not only IT efficiency but overall business efficiency. Additional achievements: Team came first in regional people commitment survey Three other Deloitte member firms used our solutions and people to create new business applications (SAP FI, SAP HR, SAP CRM)

Leader of the Business Intelligence implementation project from the idea inception together with the CFO, generating business sponsorship, vendor selection, implementation and finally creating a long lasting business intelligence solution that would grow and expand with the business. The business intelligence solution sourced data from SAP Financials, SAP HR and SAP CRM systems to create attractive, informative and actionable business dashboards and automated targeted reports. My own personal satisfaction of this project also came later when I joined the leadership team as CIO when I observed every leader from the CEO, CFO, Talent Leader, Clients & Markets Leader, Chief Strategy Officer, country and initiative leaders all presenting on the BI reports that were automatically generated on demand, daily, weekly or monthly. The BI platform had become the 'brain' of the business to provide competitive advantage and enhanced business performance that could be relied upon (the CFO was always amazed with so much complexity everything reconciled perfectly and consistently which happens through the care and skill of a data warehouse team behind the scenes)

Having qualified as a Chartered Accountant I wanted to gain international experience. The possibility of a position in Poland in Deloitte presented itself and I jumped at the opportunity to gain experience at a quite an exciting, fast moving period in that business (and continued to be with rapid growth). Full review of balance sheet and department procedures Overhauled legacy financial systems Implemented new procedures around cost management and cash collection and management. Introduced new financial reporting systems primarily for the country managing partner Participation in design and selection of new regional financial systems to create unified systems and processes across countries

Qualified as Chartered Account with Abbey National plc (now Santander group). To this day the qualification has provided with me a solid grounding in commercial decision making and business communication. Solid structured training program across multiple departments in the bank.