Interim Head of IS

By comparison to typical size in this sector, the company occupied a niche but high profile role.

The IS function was critical to the way the company conducted business with its clients. Where customers might, relatively recently, have been less demanding they had made their opinions clear in surveys that they might be tempted by competitors’ offerings.

Internal disquiet had been increasing and one event, in itself relatively minor had it not been the CEO’s equipment, brought matters to a head.

In essence the IS function had reached reputational rock bottom. The interim need was for someone to rebuild a team that had become very demoralised.

The role called for a communicator with a sound technical grasp but more importantly the ability to deliver the appropriate size and composition of IS provision to demanding internal and external customers. The initial brief was a three months project that was extended by a further three months to upgrade back office systems.

The most important outcome was that the IS team were fully incorporated into the business. What had been “last resort” became a key contributor to overall business planning and delivery. Major CRM initiatives were created.