Philip EvansE-Commerce Delivery specialist

Telifonica recently acquired a major interest in O2, broadening their proposition and enhancing their go-to-market offerings with a substantial protfolio of new technologies. Key among these was a major re-implementation of CRM and order processing systems with SALESFORCE.COM, incumbent as of March 2011. Phillip was engaged on this programme to re-align resources and provide assurance and governance services to key business stakeholders. Reporting to the Head of 'Take to Market', Philip has re-balanced expectations and aligned desliverables and budgets accordingly.

Scope of work

Reporting to the Head of 'Take to Market', Philip has re-balanced expectations and aligned deliverables and budgets accordingly. Philip oversaw the revision of an 'aspirational' business case for the programme converting this to budgets and forecasts for the business to track, recruit and manage effort for what has become a £6M+ programme of work. Business areas scoped into the programme include O2 retail (store and outlet), channel partners, O2 money and O2 WIFI.

Solution delivered / technology

Working with multiple teams, the programme delivered a comprehensive re-vamp of the programme structure and purpose. Philip's teams' effort were key to success in the following business areas:

Saleforce core platform – New Online Shop, Retail and partner enablement, CRM, Provisioning and payments

Back-Office integration and process modelling activities

Challenges overcome: Diverse stakeholder criteria, lacking governance and reporting, agile to Waterfall programme management issues

Tesco was an early innovator in online for retail and sought to deploy a major new strategic E-commerce capability. Multi-channel, 'click and collect' and E2E channels were seen as core facets of the company's DotCom transformation efforts. Philip was engaged into the programme team to provide assurance around ATG and other technologies through this process. He was responsible for for environment management and end to end performance and availability.

Scope of work

Management of time and resources to overall plan and budget, business and thrid party (commercial) stakeholder management, financial responsibility and tracking, escalation and crisis management. Major reporting lines to DotCom leadership team and business, matrix reporting to Accenture and other strategic partners

Solution delivered / technology

Working with multiple teams, the programme delivered a comprehensive transformation of the Tesco.com platform. Philip's teams' effort was key it's success in the following technology areas:

• ATG core platform – CMS, Order Management, Business Centre, Dynamo, analytics enrichment and customer service

• Sterling, Scene 7, Autosys, BazaarVoice, Akamai, JBOSS, ORACLE and retail integration

Challenges overcome: Diverse stakeholder criteria, budget over-spend, agile time-line adjustment

BestBuy Europe (sub to Carphone Warehouse) delivers E2E and B2E online mobile sales and services over diverse international platforms. Philip was engaged to bring a £4.3M programme of work back on track for the business in order to deliver on a standard international ATG platform. With initial focus on requirements analysis and scheduling for the German country deployment, Philip was tasked with under-writing time and resource management to deliver an internationally-phased release of the platform to grow the online business.

Scope of work

Management of time and resources to overall plan and budget, business and thrid party (commercial) stakeholder management, financial responsibility and tracking, escalation and crisis management. Reporting to European and US Heads of Online.

Solution delivered / technology

Working with multiple teams, the project delivered:

• ATG International core platform – CMS, Order Management, Business Centre and customer service, integration with PIE and other internal retail telecoms back-end systems

• Scene 7, Autosys, BazaarVoice, Akamai, MI cubes and supply chain integration for major carriers and tariff providers

Challenges overcome: Deep commercial divisions with ATG SaaS service provider, re-alignment of planning with European country businesses, re-shaping delivery team.

Following M&S' transformation returning it to high street vogue, the organisation embraced an Amazon-enabled E-commerce solution that integrated POS and internal trading systems to provide a cogent end-to-end multi-channel E-retailing solution. As an early innovator in this area, M&S sought to refresh its infrastructure and ally with major systems integrators to this end including delivery partners that included IBM, Computacenter and HP

Scope of work

Management of time and resources for end-to-end store and online systems and service management, business and third party stakeholder management, technical architecture responsibility. Philip faced off to multiple technology and solutions providers and reported into the overall transformation programme team and architecture group.

Solution delivered / technology

Working with core M&S and third-party teams, the project delivered:

• Amazon Webstore management, POS and store device management, back-office and fulfilment systems management, systems secuity patching and applications deployment

• Websphere, jBOSS, POS, BizTalk, SQL Server, IIS, and other component technologies

Challenges overcome: Aggressive Desktop re-platforming, shifting priorities, churn incommercial providers.

Key project challenges

Challenge - BestBuy: Very poor commercial relationship with Infosys (offshore SaaS delivery partner). High account leadership churn, poor communications with other matrix Sis, un-proven solutions

Remediation: Rigorous re-planning, resource re-shaping, off-shore visits (anew), shared agenda setting, targets, risk-reward agreements with SI matrix. Close attention to 'one team' ethos and celebration of shared successes. Re-visitation of business expectations

Challenge – Tesco: Change Programme success hindered by in-house infrastructure team delivery, leading to filed deployments and functional delays

Remediation: Recruited specialist technical resources to remove un-due process and introduce agile methods to monolithic team structure. Aligned Infrastructure effort with core programme and invested team into technical solutions. Sponsorship secured with CIO team for transformation

Challenge: Sainsburys: Support Operations in-sourced from existing staff, poor delivery as part of IT transformation project owing team calibre, training and aptitude.

Remediation: Team re-shaped and divested of excess resources and process, re-modelling of delivery methods, re-negotiation of contracts and engagement of tactical SI resources.

Other Clients