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People Focused CIO
Chris Dare
,
Letchworth, United Kingdom
Experience
Other titles
Skills
I'm offering
CIO: leading and delivering business critical transformations and turnarounds for top brands across airlines, engineering,
leisure, hospitality, FMCG and manufacturing sectors.
Catalyst for success in multi million-pound change initiatives, creating high performance organisations by centralising
support operations, and managing group wide strategic implementations from concept to end whilst evidencing ROI.
Credible, trusted and client-centric board level adviser capitalising on extensive industry expertise to increase revenue
whilst leveraging partnerships and supplier connections to grow business and secure high value contracts.
Astute in developing a long term business and IT strategy for newly merged companies, delivering mission critical and
infrastructure projects for new e-commerce platforms, central HR and Finance solutions.
leisure, hospitality, FMCG and manufacturing sectors.
Catalyst for success in multi million-pound change initiatives, creating high performance organisations by centralising
support operations, and managing group wide strategic implementations from concept to end whilst evidencing ROI.
Credible, trusted and client-centric board level adviser capitalising on extensive industry expertise to increase revenue
whilst leveraging partnerships and supplier connections to grow business and secure high value contracts.
Astute in developing a long term business and IT strategy for newly merged companies, delivering mission critical and
infrastructure projects for new e-commerce platforms, central HR and Finance solutions.
Markets
United Kingdom
Links for more
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Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2017 - 2019
job
CEO / Managing Director
Monarch Aircraft Engineering Ltd.
An award winning company with 50+ years of history providing quality aircraft maintenance to leading airlines in UK and Europe.
- Mentored a newly formed senior management team capable of delivering against strategy following a significant
period of change
- Worked with existing and new customers (Virgin Atlantic, Icelandair, Thomas Cook, Air Malta) to provide continuity
and information regarding business restructure, leveraging outstanding stakeholder management and communication skills to retain customer confidence
- Maintained shareholder relationships during transition, leading challenging conversations and articulating a clear
strategy following the major part of the Monarch business being placed into administration
- Conducted an in-depth review of budget and business plan, identifying significant overheads in excess of business
requirement leading to a radical restructure, which delivered multi million-pound savings per annum
- Delivered the business through a share sale and CVA process to be purchased by GreyBull Capital for a 2nd time,
playing a pivotal role in the restructuring of £140m of inherited debt through a CVA process
- Mentored a newly formed senior management team capable of delivering against strategy following a significant
period of change
- Worked with existing and new customers (Virgin Atlantic, Icelandair, Thomas Cook, Air Malta) to provide continuity
and information regarding business restructure, leveraging outstanding stakeholder management and communication skills to retain customer confidence
- Maintained shareholder relationships during transition, leading challenging conversations and articulating a clear
strategy following the major part of the Monarch business being placed into administration
- Conducted an in-depth review of budget and business plan, identifying significant overheads in excess of business
requirement leading to a radical restructure, which delivered multi million-pound savings per annum
- Delivered the business through a share sale and CVA process to be purchased by GreyBull Capital for a 2nd time,
playing a pivotal role in the restructuring of £140m of inherited debt through a CVA process
Administration, Stakeholder Management, Budget, Management, Ceo, Winning
2016 - 2017
job
Group CIO & Managing Director - Monarch Aircraft Engineering
The Monarch Group.
A group with 50+ year history consisting of the #1 leisure airline in the UK, Europe's most successful aircraft MRO and a tour operator that has 45+ years' experience.
- Appointed by the Monarch Group CEO to a new combined role, providing overall strategy and budgetary control of the IT function and develop one of the team to take on the role of IT Director.
- Led the turnaround of the business through a vigorous restructure and business process re-engineering
programme, working closely with the existing team to galvanise ideas and regroup energies
- Planned and executed a lean project across production, driving up efficiencies by 20%
- Increased headcount from 620 to 800 people in a two-year period
- Assembled new sales team that went on to deliver £25m additional revenue in the first 12 months of trading (sales team created through external recruitment, internal restructure and team coaching)
- Engaged with the team to reinvigorate energies and articulate a common goal, moving staff engagement scores
from the lowest to first in the group within 12 months
- Mentored a newly formed senior management team capable of delivering against strategy following a significant
period of change
- Developed and implemented a clear strategy to guide the engineering business away from administration of the airline - grew turnover by 45% since launch in 2016
- Appointed by the Monarch Group CEO to a new combined role, providing overall strategy and budgetary control of the IT function and develop one of the team to take on the role of IT Director.
- Led the turnaround of the business through a vigorous restructure and business process re-engineering
programme, working closely with the existing team to galvanise ideas and regroup energies
- Planned and executed a lean project across production, driving up efficiencies by 20%
- Increased headcount from 620 to 800 people in a two-year period
- Assembled new sales team that went on to deliver £25m additional revenue in the first 12 months of trading (sales team created through external recruitment, internal restructure and team coaching)
- Engaged with the team to reinvigorate energies and articulate a common goal, moving staff engagement scores
from the lowest to first in the group within 12 months
- Mentored a newly formed senior management team capable of delivering against strategy following a significant
period of change
- Developed and implemented a clear strategy to guide the engineering business away from administration of the airline - grew turnover by 45% since launch in 2016
Administration, Coaching, Lean, Management, Sales, Engineering, It, Team coaching, Recruitment, Turnaround, Ceo, CIO, Production, Guide, UP, LED
2007 - 2011
job
IT Director
Merlin Entertainments Group Ltd / The Tussauds Group.
The group operates over 60 attractions in 10 European countries as well as the USA and China, second only to Walt
Disney Parks and Resorts. The Tussauds Group merged with Merlin in 2007.
- Created a new 5-year IT strategy to consolidate widely divergent IT functions with minimal disruption following the Tussaud/Merlin merger, assisting Merlin to sustain its leading market position
- Full ownership of £10m+ P&L and £6m capex budgets, overseeing large scale, mission critical projects:
o E-Commerce Project: restructured 12 different e-Commerce systems into one group-wide system on target to produce £70m in sales by the end of 2010; brokered a cost efficient contract with IBM to deliver this single
platform for all 65 businesses with businesses now reporting +10% increase in conversions
o PCI DSS Project: led a £1.8m capital project to improve business awareness, allowing 27 global banks to remotely access progress and reducing the need for quarterly QSA reporting to smaller banks
o Central HR Solution Project: joined with HR to develop a full system strategy to steer career management across
the group as the key driver for change; facilitated workshops for MIS information, translated IT and technical
restrictions into HR Business language
- Shaped an infrastructure/architecture and IT people strategy, redefining the PDP process to enhance staff career
development within IT
- Formed and chaired a board/senior management level IT Steering Group to integrate the IT agenda
- Created new IT audit process to reduce overall application support costs by 15%
- Centralised widely spread IT support professionals into a single global support division to improve service quality
with the development of a new business support model; created new job roles to support future global projects
- Mentored 2 IT regional heads into senior management roles overseeing management development programmes
- Formed IT business requirements and strategy team to consolidate +125 systems down to 98 systems
- Enabled the inclusion in numerous product steering groups to assist suppliers in product development
Disney Parks and Resorts. The Tussauds Group merged with Merlin in 2007.
- Created a new 5-year IT strategy to consolidate widely divergent IT functions with minimal disruption following the Tussaud/Merlin merger, assisting Merlin to sustain its leading market position
- Full ownership of £10m+ P&L and £6m capex budgets, overseeing large scale, mission critical projects:
o E-Commerce Project: restructured 12 different e-Commerce systems into one group-wide system on target to produce £70m in sales by the end of 2010; brokered a cost efficient contract with IBM to deliver this single
platform for all 65 businesses with businesses now reporting +10% increase in conversions
o PCI DSS Project: led a £1.8m capital project to improve business awareness, allowing 27 global banks to remotely access progress and reducing the need for quarterly QSA reporting to smaller banks
o Central HR Solution Project: joined with HR to develop a full system strategy to steer career management across
the group as the key driver for change; facilitated workshops for MIS information, translated IT and technical
restrictions into HR Business language
- Shaped an infrastructure/architecture and IT people strategy, redefining the PDP process to enhance staff career
development within IT
- Formed and chaired a board/senior management level IT Steering Group to integrate the IT agenda
- Created new IT audit process to reduce overall application support costs by 15%
- Centralised widely spread IT support professionals into a single global support division to improve service quality
with the development of a new business support model; created new job roles to support future global projects
- Mentored 2 IT regional heads into senior management roles overseeing management development programmes
- Formed IT business requirements and strategy team to consolidate +125 systems down to 98 systems
- Enabled the inclusion in numerous product steering groups to assist suppliers in product development
It, LED, USA, Audit, China, Development, Infrastructure, Support, Workshops, It support, Service, Architecture, Sales, Audit, Management, E-commerce, Product development
1999 - 2007
job
Group Head of IT
The Tussauds Group.
- Accountable to the CFO, to steer the direction of and manage budgeting for the group's IT strategy
- Assembled high performance internal team of technical and application strategy professionals; total authority over
vendor management and SLA monitoring. Focused on team development with 75% team retention rates
- Led a business critical project to transform the call handling department into a world class UK-based operation
- Joined forces with BT to develop a first ever e-commerce solution for the visitor attraction industry
- Centralised internal IT, HR, Finance/Payroll systems, securing required funding, and introduced outsource concept
- Brokered a +25% cost saving deal on UK-wide mobile contract, leveraging a personal network of suppliers
- Assembled high performance internal team of technical and application strategy professionals; total authority over
vendor management and SLA monitoring. Focused on team development with 75% team retention rates
- Led a business critical project to transform the call handling department into a world class UK-based operation
- Joined forces with BT to develop a first ever e-commerce solution for the visitor attraction industry
- Centralised internal IT, HR, Finance/Payroll systems, securing required funding, and introduced outsource concept
- Brokered a +25% cost saving deal on UK-wide mobile contract, leveraging a personal network of suppliers
E-commerce, Management, Network, Finance, It, CFO, Development, Vendor Management, Monitoring, Retention, Team development, Direction, LED
1995 - 1999
job
Network Services Manager
Coca Cola & Schweppes Beverages Ltd.
Network, Manager
1988 - 1993
job
Senior Communications Technician
Pitney Bowes plc.
1987 - 1988
job
Communications Technician
unknown.
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