Iain manages for results. Typically this involves creating and driving a motivated team, bringing out the skills of individual staff. Iain accepts the responsibility for achieving concrete short-term goals, and develops a strategic long-term vision.
Iains hands-on experience and extensive technical background are complemented by a university honours degree in Computer Science and a masters MBA degree. Fluent in English and Dutch.
management. Providing support in quality and sub-contract
management for a leading insurance company.
This involves extensive networking and facilitation to ensure
bottlenecks are removed and to develop pro-active initiatives.
technical environment involves Rational Rose, RUP, Websphere and
Tivoli Access Manager.
manager for all the projects carried out by IBM in the Financial
Services Sector in The Netherlands. The role includes identifying potential risks and problems on
projects, and providing direct support to ensure these are managed to
Specific examples of support provided include:
manager for a leading insurance company reporting at director
level. The project was
conceived as the initial building block of a complete redesign of the
company’s computing systems but had failed to deliver a number of
times. Iain was brought
in for short and long-term improvement.
initial activities were to establish the current situation of the
project, and to achieve a short-term delivery to establish credibility
and momentum. This led to
a team restructuring and replanning session, with parallel activities
to speed up the development cycle and to allow payback from partial
releases. Finally a long
term (three year) plan was developed, to ensure the business
objectives were still valid, to extend the scope to cover new
opportunities and to claim longer term budgets.
activities covered the complete life cycle from requirements
(verification of existing requirements and establishing new
requirements) through design and build, to test, rollout and
maintenance of the production system.
project met its deadlines and the scope was then extended to take
advantage of new business opportunities, one of which was required
within very short timescales.
The technical environment included Cool:Gen.
Interim manager of the test division of a major bank. The major activity was the integration two separate departments, each with a different work culture.
Critical projects. Member of the IBM internal group monitoring critical projects within Europe. The goals were to increase the confidence in the success of major projects, and to turn round problem projects. This involved developing a good understanding of the status of the projects in terms of finances, milestones, client satisfaction, risks, staffing and third parties.
was selected to set up and run a new division.
This turned the existing quality department into a profit unit,
not only carrying out the traditional internal quality role but also
selling and carrying out quality consultancy for external clients.
Manager with line responsibility for 75 staff. The
division was market leader in front-end finance systems.
Specific achievements included:
management positions alongside project and consultancy
roles. Highlights included:
|Project Management (examples)|
Project Manager experience including:
on technical and organisational issues.
Specific activities included:
|Previous experience and education|
responsible for the university computing facilities.
of seismic plotting programs.
on a project to build a major retail network.
and implementing a Fortran compiler.
of Edinburgh, Honours degree in Computer Science (BSc
Open University, Masters MBA degree
Euro Engineer Eur.Ing.
lecturer MBA Course: