Terry Beavis

| Wednesday, December 19th, 2018

A dynamic, goal-oriented Digital Transformation Specialist & Agile Adoption Evangelist with a 25-year track record of transforming business to digital/agile ways-of-working. Delivering projects to specification, within budget, on-time and to the desired quality; within a fast-changing business environment. Successfully managed resources and budgets during the design, development, testing and delivery of both enterprise-scale applications and bespoke consultative engagements; utilising various project management methodologies. Experience of working on multiple projects, across various geographical areas and time-zones, in both structured and agile environments. Utilised agile techniques including: Scrum, SAFE, Kanban, Lean & Extreme Programming to improve the efficiency of existing personnel and create new teams.

Client summary: Perfectly Simple IT SolutionsPS ConsultingHM Revenue & CustomsFordEMCFujitsuGKNIBMRoyal Navy

Experience:

Perfectly Simple IT Solutions (Oct 18 - Present)

• Lead Consultant for IR35 Compliance Digital Transformation.
• Lead Consultant for IT Recruitment Marketplace Digital Transformation.
• Lead Consultant for The Hive Digital Transformation.
• Lead Consultant for Enterprise 4 Good Digital Transformation.

PS Consulting (Jul 17 - Oct 18)

• Client: HM Revenue & Customs
• Setup new agile professional services organisation; coaching delivery team in agile ways of working: Scrum, Scaled Agile, Kanban, Lean & Extreme Programming.
• Oversee and execute process improvements, agile transformation and the development of policies, procedures, methods, and tools in support of delivery. Embedding agile principles:
• Collaborating with clients rather than wasting time on adhering to contracts.
• Working with individuals and what they need to achieve their goals rather than being bogged down by red tape & process.
• Adopting flexible plans that prepare for change rather than resist it.
• Ensuring deliverables have just enough documentation to be supportable/maintainable by clients/third-parties.
• Agile Coach to five Delivery Managers and nine Scrum Masters in a mixed Scrum and Kanban environment (12 Delivery Scrum Teams, 1 Architectural Team & 2 DevOps Teams).
• Effective communicator – individual team member level up to Director of Customs Transformation for HMRC for Public Accounts Committee Hearings.
• Support pre-sales processes and working with sales and account management professionals to win new business; implementing business; proposal review and refinement; recruiting and staff development.
• Establish strategic plans along with other business leaders and maintain strong relationships with solutions delivery, the sales team, client and account managers and other business leaders in support of cross-product businesses.
• Enhance productivity of on-site consultants on customer engagements through empowerment/enablement.
• Manage financials and metrics for key clients.
• Promote continuous feedback and improvement to on-site consultants.
• Support growth of consultants to achieve their goals and objectives.
• Support and implement organisation and customer’s vertical and corporate initiatives.
• Manage Profit & Loss for key client engagements.
• Attain revenue goals through growing/enhancing professional services.
• Support development of “pre-packaged” solutions offerings to provide value added customer services.
• Coordinate with professional service sales teams.
• Manage customer requirements and expectations; ensuring customer engagements success.
• Maintain overall quality of all projects and programmes within professional services engagements.
• Provide high quality and timely services to create customer satisfaction.
• Support efficient implementation of provided services.
• Direct and manage professional services partners and subcontractors to support engagement.

HM Revenue & Customs (Nov 15 - Jun 17)

• Created an agile team of 100+ from scratch; utilising Scrum and SAFE in a multi-component-delivery-team; distributed across multiple Programmes/Projects.
• Refactored Programme Backlogs to cover Functional Requirements using Epics, Features & User Stories; Non-Functional Requirements using Themes and ensured cross-team standardisation by adopting Guilds.
• Coached/Mentored in-house team on Agile techniques; personally training three Scrum Masters and facilitating their promotions to Delivery Manager, Department Manager & Agile Coach.
• Consulting Programme Director responsible for setting up and transforming multiple development teams; across multiple locations to agile ways-of-working. Team comprises in excess of 80 people; responsible for creating and extending HMRC's middleware services platform (WSO2 and WebMethods) in support of the transformation to Digital.
• In-house development teams leverage a bespoke fully automated Continuous Build, Integration & Test (CBIT) environment to deliver low cost, high quality APIs & transformations to connect a modern front-end to legacy back-end systems; utilising an annual budget in excess of £10M.
• Consulting advisor on the £250M+ Customs system replacement Programme; utilising a Scaled Agile Framework Environment.
• Transforming the engagement model for supplier-led development from Cap Gemini, Fujitsu and Accenture for additional Integration engagements.
• Championing the virtualisation of HMRC's legacy middleware infrastructure; including adding dual data centre resilience and consolidation of existing servers.
• Delivered a migration of a full development team and services from Fujitsu Private Cloud to AWS.

Ford (Mar 14 - Nov 15)

• Programme Manager responsible for delivering a multi-region (Europe and Asia Pacific) bespoke data warehouse/business intelligence solution.
• Merging two multi-million-dollar programmes for a Data Warehouse/Business Intelligence application for the European and Asia Pacific Sales regions.
• Acting as Agile Programme Manager/Release Train Engineer and Agile coach, in a Scaled Agile Framework Environment; utilising four geographically dispersed agile teams.
• Responsible for programme governance to executive board.
• Full budgetary/forecasting responsibility at programme level.
• Maintained client communications at executive sponsor level.
• Produced accurate estimates, plans and programme reports.
• Maintained programme/release plans, documentation, risks and issues through Clarity.
• Managed the change control process and developed appropriate risk mitigation processes/strategies.

EMC (Feb 01 - Apr 13)

• Virtual team management of a geographically dispersed software engineering group.
• Successfully managed up to 30 customer projects simultaneously.
• Worked directly with senior/executive management of blue-chip customers/partners in the finance, retail and manufacturing industries.
• Completed twice as many projects during 2012 as any of my global peers.
• Responsibility for managing/improving agile processes and procedures across EMEA.
• Executive reporting responsibility for EMEA to corporate HQ in the US.
• Proven track record of implementing agile process/project improvements.
• Experience of working in predictive/structured (Prince 2, Waterfall) and adaptive/agile (Scrum, Disciplined Agile Delivery) environments.
• Produced accurate estimates and plans.
• Maintained project plans and documentation.
• Managed the change control process.
• Developed appropriate risk mitigation processes/strategies.
• Achieved corporate goals for cost saving.
• Experience with establishing software development groups offshore.
• Matrix (task) management responsibility for three offshore development teams totalling 12 personnel.
• Line management responsibility for UK-based development operations department of 10; including project management and quality assurance functions.

Fujitsu (Apr 00 - Jan 01)

• Successfully delivered a bespoke database-driven global resource management system.
• Responsible for all aspects of project management and integration with overall programme; in a bespoke, pseudo-scrum environment.
• Matrix (task) management responsibility for a team of 16 developers (four scrums).

GKN (Apr 98 - Apr 00)

• Consulting delivery manager with full budgetary responsibility for 36 consultants.
• Experience in contract negotiation/renegotiation with subcontractors.
• Successfully managed a multi-million-pound programme of eight projects in a Rapid Application Development environment.
• Simultaneously delivered projects to four separate client departments across two geographical locations.
• Successfully turned around a-number-of failing projects.
• Improved and managed client relationships in a high-pressure environment.
• Extensive experience of working with subcontractors and suppliers.
• Increased utilisation rate for team of consultants by 17%.
• Improved average project revenue generation by 8% across a business unit. This model was then rolled out across the whole business group.
• Increased the amount of new business through procedural changes for project managers, analysts and software engineers on consultative engagements.

IBM (Apr 96 - Apr 98)

• Successfully managed numerous projects, utilising a virtual team of programmers, meeting all deadlines and staying on budget.
• Extensive use of Prince for project management.

Royal Navy (Jan 88 - Apr 96)

• Set-up, and managed, two Project Management Offices (PMO).
• Line-management responsibility for a team of six project managers and support staff, utilising PROMPT.
• Responsibility for all IT projects across three departments totalling 400 personnel.

Qualifications

• Prince 2 Foundation
• Prince 2 Practitioner
• Scrum Master
• Product Owner
• Six Sigma Green Belt