His track record embraces being CIO for a US$2 billion professional services firm and independently managing multinational change programmes, mergers and acquisitions.
Asked recently to define his sphere of operations Clive’s answer was -
‘In today's commercial environment it’s unlikely that any significant changes within the operations of a business or organisation will not need IT to implement them. When a company has identified what its new goals are, and what changes are necessary, my role is to design and implement the technology to facilitate those changes and the subsequent operation of the new order. I provide the infrastructure, the digital conduit through which changes actually happen.
You could say that I’m not about where you’re going; that’s for you, my clients, to decide. What I provide is the way to get there’.
Email to discover more about Clive Taylor and how he can help you.
July 2003 – Present
Most recent assignments:
Established programme to deliver radical business change across two Criminal Justice System organisations, enabled by new IT systems. Target £54m annual steady state cashable savings.
Major wide area network upgrade to over 500 sites to support IP telephony deployment and managed printer service implementation. Increased network capacity delivered within original operating budget and printer estate halved.
Integrated three multi-£million IT infrastructures, deployed 28,000 PCs to 750 public-facing sites, and implemented single email and email archiving service. Integrated environment is delivering £42.7million cashable savings over seven years. An independent review summarised that “the programme is an exemplar not only for infrastructure programmes but also for large-scale customer facing programmes within civil government as a whole”.
Moved 6,000 staff between 12 buildings and 3,300 staff into newly refurbished HQ. Then decommissioned three buildings vacated by the moves (including the old HQ). Installed new IP telephony solution, video conferencing suites and network-based parliamentary television service. Key constraints were six month delay in delivery of HQ building by contractor and hard lease breaks of buildings to be decommissioned.
Consolidated the technology of two aging HQ buildings into new building and moved 1,100 staff (with associated business change) into flexible workspace with 844 settings. Business realised annual operational savings of £4.1m and sold the old buildings for £65m.
2007 – 2007
Integrated the two legacy IT teams of this FTSE 100 leisure & entertainment company. Project included locating the IT teams into a single building with “follow me” telephony and dual-build PC to access the existing infrastructures. Then completed a £10m outsourced infrastructure tendering process to improve service quality and reduce costs by 18%.
2002 – 2003
Programme director for the $30m EMEA IT Integration project to migrate the 12,500 former PricewaterhouseCoopers staff across 31 countries into a consolidated environment for IBM's new EMEA Business Consulting Services organisation. Completed on time, under budget and saved the business $12m in service payments.
1998 – 2002
Responsible for IT strategy, operations (US$101 million spend) and the global sales/staff resourcing/career development/knowledge management/training systems (US$15 million spend). Built and developed single EMEA IS team from legacy territory-based IT development and operations groups, improving effectiveness and business value. Managed a development and operations team spanning Europe, USA and Australia. Reduced the annual operating budget by US$26m through improved supplier contracting and inter-country benchmarking.
1989 – 1998
Delivered operational systems to enable the business to manage its clients and staff globally. Lead member of Price Waterhouse / Coopers & Lybrand merger team, responsible for developing the business processes and technology vision for the new consulting practice. Previously, merged the Price Waterhouse IT groups across Europe into a single organisation.