Alan Heal


An experienced yet adaptable P&L manager with a proven track record within highly-competitive IT, B2B, B2C & commercial sectors.

Strong all-round leadership & operational management experience.

Experience of IT, e-commerce, key projects, systems integration, change management, customer management, business transformation, human resources, business growth, business startup, cost-reduction & profitability initiatives within leading-edge markets.


Transit Point Ltd., Set up a small practice providing consultancy, interim management and implementation services.
Feb 01 – Current Managing Director and Consultant.

Set up a business to provide consultancy and interim management support in the areas of IT, e-Business, business transformation, strategy and service improvement. Includes operational management, programme management, project management, service management, business analysis. Developed web sites that include corporate information, catalogues, online shop using secure credit card payment. Extensive experience of domain registration, web site promotion and search engine/index submission and placement optimisation.

BT Global Solutions, Systems integration company.
May 05 – Current Operations Manager and Cost Reduction Consultant.

Performed operations manager role, deputising for Programme manager and Operations director on the NHS Spine programme, the largest non-military project in the world.  Managed initiatives and savings plans to shave £200m off the total cost to complete on £1.1bn programme.  Managed and improved programme governance and cross-programme operations – estimating, change management, cost control, resourcing, supplier management, project and programme planning, from pre-sales through to post-delivery support.

Also special projects manager working on sales bid, c. £20m value.

BT C&SI, Systems integration company.
Mar 05 - Apr 05 PMO Lead for development.

PMO lead for software development directorate on the NHS Spine programme.  Improved programme governance.

BT Syntegra, Systems integration company.
Jun 04 - Feb 05 Deputy Workstream Manager.  

Deputy workstream manager for development teams working on information governance, security and the Spine directory system on the NHS Spine programme.  This covered full lifecycle from requirements elaboration through to post-delivery support.

BT Syntegra, Systems integration company.
Oct 03 - May 04 Senior Project Manager.  

Senior project manager for information governance and security on the NHS Spine programme from initiation and planning through to live deployment and operational running.  Managed project through pre-contract, setup, pilot, design, development, deployment and live operation.  Solution included smartcards and two factor authentication.

Greater Glasgow NHS Board.

Jun 02 - Aug 03

eMM Consultant and Project Manager.

Set up and managed projects for electronic medicines management, electronic prescribing (eRx), electronic transmission of prescriptions (ETP), electronic health record (EHR), infrastructure upgrade, integration of prescribing systems with hospital information systems and clinical workstations, integration of primary and secondary care. Role included NHS politics, electronic prescribing local pilot and pan-Glasgow rollout, National projects & standards, consultancy, strategy, project management, procurement, business analysis and output based specification of requirements.

The Law Society, regulation of and provision of services to solicitors.

Oct 01 - Jan 02

Business Transformation Programme Manager.

Managed a £40m programme to totally transform The Law Society in line with new strategic vision - Define and role out new organisational culture, re-engineer business processes and introduce new customer facing processes, introduce Siebel customer relationship management (CRM), set up brand new 200 seat contact and fulfilment centre, re-deploy/train existing and new staff, set up knowledge management using Autonomy, transform Intranet, Extranet and Internet sites incorporating IBM Websphere E-Commerce system, manage controlled migration away from legacy systems, upgrade and renew technical infrastructure. Role includes programme definition and start-up, recruitment of 4 project managers, negotiation of contract, definition and implementation of programme and project standards using Prince 2 and management processes, manage start-up, design and development phases.

GEHIS Ltd., a £23m T/O company set up to provide all IT services for pharmaceutical wholesale distribution, retail pharmacy & hospitals to the GEHE UK group (£3bn T/O)

May 98 – Feb 01

Deputy to Group IT Director. Also, Business Improvement/ Development Manager.

The purpose of the role was to improve the effectiveness and efficiency of the organisation and ensure optimum use of IS/IT to in managing and delivering business objectives.

Programme, Resource and Project Management – Managed a three year transition from unstructured development organisation with no project management methodology to a structured one - Introduced project planning techniques into UK organisation through project plans, MS-Project and project management training. Defined project management framework in conjunction with sister companies in France, Germany and Austria. Led the implementation of this by adopting Prince 2 project management methodology as standard in UK organisation, which included use of project initiation documents (PID's). Introduced programme management, project prioritisation and resource management in order to manage rising customer expectations of a constrained resource pool; set up regular programme/project review with business. Set up project support office, which was later transitioned into a programme support office. Introduced timesheet capture and started move away from cost centre accounting towards project accounting.

As deputy managing director, indirectly responsible for several major programmes to replace mission critical (24x7) legacy systems and migration to new infrastructure that was the start of a major 5 year investment that forecast increase in IT spend at £23m in 2001 rising to £28m in 2002. This included managing suppliers and third party solution providers in order to improve service to the business and their customers and investigation of replacement systems -

  • Retail Systems Programme (RSP) - new sales and stock management system (in-store & backoffice), MIS
  • JAM - Business solution to integrate with customers' business to secure position in value chain
  • PHARMED - e-Government to support electronic prescribing and payment by linking pharmacy, GP & other areas of the healthcare system
  • New dispensing system (NEDS) - market leading in-store system
  • AAHPOINT - Extranet providing product availability, ordering and statements
  • New operating system (NOS) - New warehouse, logistics, financial management and MIS systems

Led major business transformation programme involving all IT organisation (c.300 people, 42 initiatives)

Involved in numerous projects. Interim management of operational projects, e.g., project managed pre and post-acquisition integration of Peel St. business (44 pharmacies, 13 drug stores, a warehouse and a head office) using Prince 2. Interim management of GEHIS Linkscripts programme (40 people) through development project manger. Project managed introduction of HR system. Project managed staff relocation and building works. Managed project to rationalise 27 geographically dispersed call centres.

Risk Management – Managed risk. Responsible for business continuity, disaster recovery and competitive threat monitoring. Involved in evaluation of impact on systems of year 2000 and the Euro. Also, project and programme risk.

E-Commerce – Responsible for driving adoption of Internet/Intranet and E-commerce technologies into GEHIS and the business, e.g., E-Commerce, integrated help desk, estate management and financial control system. Involved in e-Business applications. Set up corporate intranet and introduced department templates to facilitate information management and knowledge sharing. Led information management project (Corporate data model). Set up an E-Commerce club/special interest group. Sat on Internet/Intranet steering group. Project managed development of Lloyds pharmacy internet recruitment advertising site. Set up links with local education establishment. Facilitated adoption of collaborative working software to improve supplier and customer integration. Developed third-party web hosting contracts and service level agreements. Selection and audit of hosting partner. Oversaw the outsourced hosting of Lloyds pharmacy and Lloyds pharmacy recruitment web sites (legal, contractual, compliance, service and security aspects). Addressed content management issues. Instigated Intranet based training and self-help services.

IT & Business strategy – Worked jointly with the MD to produce and introduce an IT vision, mission & strategy that are aligned to the business strategy. Evaluated GEHIS’ capability to become an application service provider (ASP) and realise IPO. Responsible for monitoring of competitors and business environment. Managed replacement of technical estate (Desktop/Retail store/Warehouse/Central), total cost of ownership and technical strategy. Managed legacy system maintenance, migration to replacement systems, bespoke and off-the-shelf packages for Retail stores, MIS, warehouse, logistics, infrastructure, Intranet, e-mail, operations, hardware replacement, platform migration and rolling update. Provision of corporate services such as E-mail, networking.

Customer Relationship Management (CRM) – Responsible for customer relationships, public relations, feedback and responding to criticisms of the services provided by the IT organisation. Adopted account management processes. Established regular financial and project reviews with customer. Set up and involved in regular meetings with business staff, managers, senior managers, directors, boards (GEHIS, Retail, Wholesale, Group and GEHIS International) and executive.

Financial Management & Control – Responsible for IT and departmental budgeting (£23m), including presenting budgets to German parent company. Deputised for MD on parent group investment committee. Responsible for authorisation & payment of purchase orders, invoices, expenses, travel as deputy for the MD. Introduced asset management. Managed UK migration on International project to introduce common SAP-R/3 cost object model during the early stages of the project. Established financial policy.

Commercial & Legal – Responsible for creating and managing a commercial and legal function; included commercial, contractual and commercial negotiations, terms and conditions etc. Included contract drafting, review and supplier/customer negotiation. Sign-off authority for contracts. Controlled legal budget c.£150k and managed disputes and interface to company lawyers. Introduced standard contracts resulting in cost savings on legal budget. Recruited a senior commercial manager as a way of reducing external legal costs.

Outsourcing – Involved in in-house cf. outsourced decisions and potential partnership and joint venture discussions and evaluation. Management of third party solution providers to ensure contractual obligations established and enforced. Adopted strategy to outsource non-core developments and activities.

Business Improvement & Change Management – Set up business improvement department and business improvement committee to manage cross-functional improvement initiatives. Introduced a continuous improvement culture that involved everyone in improving the business. Encouraged innovation and introduced a suggestion scheme. In response to criticisms from the business, introduced process improvements such as streamlining capital and purchase ordering process. Identified and acted upon internal system integration and business administration efficiencies. Led team to introduce integrated systems for service desk, software distribution, remote diagnostics, asset management (financial and physical). Managed internal and external audit corrective actions. Involved in quality initiatives, e.g., improving system release management. Introduced best practice techniques and links. Involved in organising an International change management conference in Geneva.

Cost Reduction – Represented UK on International project to synchronise IT contracts and procurement activity to cut 3.2m Euros off the annual UK IT bill. Creation of UK supplier management and sourcing team.

Service Organisation – Established service management group. Introduced departmental service improvement plans. Introduced metrics and mechanisms to measure and improve IT organisation performance. Introduced service menus, customer service levels and service level agreements (SLA's). Set up a programme to transition to a service organisation, which included cultural and behavioural change, customer orientation/interfaces, customer satisfaction and resolution of customer complaints. Adopted bid management processes. Instigated ITIL training. Introduced service reporting. Introduced SLA's for outsourced third party maintenance.

Acquisitions & Disposals – Responsible for post-acquisition IT integration in UK and Europe and due diligence. Included redeployment and redundancies where necessary. Introduced generic acquisition/disposal process.

Organisational trouble shooting & Interim management – Put in charge of IT help desks (c.60 staff) to resolve serious issues (high customer dissatisfaction and losses, high staff turnover, low morale, poor service, poor quality and intra-departmental communication and skill level). Transitioned help desks into service centre. Used process mapping.

Caretaker for security function. Resolution of various operational issues, e.g., Farillon warehouse, system reliability and incident management process, the later requiring a major cultural transition in order to improve ownership, escalation, communication and teamwork.

Facilities management – Managed space utilisation against growth in headcount. Included evaluation of alternative premises and relocation of service centre and programmers. Resolved accommodation issues.

Acted as Chief of staff. Sat on strategy planning board (strategic & operational). Defined and introduced company policy and procedures. Introduced professional staff development and training. Responsible for internal staff communication, planning and managing of staff communication events.

Deputised for Managing Director – Represented MD at meetings. Planned and managed organisational change, development and growth, grew company from 120 to over 280 staff. Responsible for financial payments, expenses, travel and expenditure. Involved in all aspects of operational running of the business. Indirect responsibility for IT organisation (c.300) comprising - 2 programme managers, 12 project managers, 10 business analysts, programme/project office, call centre (c.60), 5 development teams, operations/data centre, finance function, security function, 2 directors and 11 senior managers.

AT&T ISTEL, a software applications company that has many diverse markets in Europe, Middle East, and Africa. AT&T ISTEL is a division of AT&T, the global telecommunications company.

May. 97 - Feb. 98

AT&T, Vertical Markets & Electronic Commerce, Insurance services division

Process improvement manager

Responsible for project management, quality assurance, business process re-design using AT&T’s process quality measurement and improvement (PQMI) methodology, process and system change management, leading process improvement teams, strategy and improving strategic capability, business modelling and producing a quality manual & management system. Introduced capability maturity model (CMM) to improve s/w development process. Implemented innovative mechanisms, including setting up a departmental Intranet, to measure and improve customer satisfaction and organisational effectiveness, add value and improve communication and control. Produced a proposal to address organisational problem solving issues and increase organisational effectiveness through business and process improvement in a large corporation. Produced a proposal to enable growth in a small company. Produced models to show how AT&T could use formal strategy analysis techniques. Analysed merger and acquisition activity in the telecommunications market and produced models to show factors affecting merger and acquisition activity and processes. Produced models to show how to improve customer satisfaction.

Responsible for setting up a project office using Microsoft project and Prince 2 to facilitate central resource planning. Responsible for creating project plans to develop a leading edge £1m Extranet project incorporating appropriate checkpoints. Reviewed and made recommendations on Internet and E-Commerce technologies, including customer profiling systems such as BroadVision and Firewall systems such as Checkpoint firewall-1.

Oct. 95 - May. 97

AT&T ISTEL, Vertical Markets & E-Commerce, Insurance services division

Development project manager

Same responsibilities as below but in the insurance industry. Included Internet products and technologies.

Apr. 91 – Oct. 95

AT&T ISTEL, Financial, Travel and Retail division

Project manager

Responsible for managing software development and systems integration projects and providing a profitable service to business units, internal and external customers and suppliers. Deliver solutions across the entire project lifecycle from pre-sales through implementation to live operational support, enhancement and subsequent replacement. Responsible for budgeting, estimating, resource management and solutions architecture. Line management responsibility for staff. Used Hoskyn's project management workbench (PMW) and AT&T’s global project management methodology (Global PM). Performed business and systems analysis, produced user requirements and managed user acceptance testing. Responsible for quality, ISO 9001 certification, conducting audits and project quality plans. Contributed to technology strategy to move towards distributed processing, client server architecture and OO. Steered working party defining and implementing development standards, policies, and procedures. Provided organisation redesign and restructuring consultancy. Implemented supply chain/customer management systems business strategy. Played a key role in innovation and member of innovation working party. Increased multimedia awareness and capability across the company, set up innovative communication programmes. Provided various reports covering markets and competitor information to senior managers. Involved in a project to improve market/industry product/business knowledge within AT&T ISTEL. Participated in customer focus workshops. Role was customer facing and involved pre and post-sales support. Responsible for configuration and change management. Included EDI, E-commerce and real time communications.

Other roles - development manager, test manager, project leader.

Apr. 86 – Apr. 91

ISTEL, Landrover manufacturing division for three years, then ISTEL, Financial, Travel and Retail division for two years

Project leader.

Deliver operationally critical business solutions across the entire project lifecycle. Responsible for project management, estimation, resourcing, monitoring and control. Line management responsibility and control of training and budgeting. Involved in business and systems analysis, user training, development consultancy, and operational and factory automation consultancy. System integration and bespoke system development, implementation and support. Contributed to development strategy. Co-ordinated internal suppliers. Role was customer facing and involved pre and post-sales support. Responsible for configuration and change management.

Other roles - programmer, systems analyst/programmer, business analyst, test manager, team leader.


Health Service - electronic medicines management (eMM), electronic health record (EHR), electronic prescribing (eRx), electronic transmission of prescriptions (ETP), discharge letter systems, infrastructure upgrade, integration of prescribing systems with hospital information systems and clinical workstations, integration of primary and secondary care, National projects & standards, NHS procurement, NHS politics.

Pharmaceutical Retail and Wholesale - Retail, EPoS, human resources, head office systems, warehouse, logistics, distribution, integrated supply chain management, retail pharmacy, dispensing systems, E-Commerce.

Finance/Banking - EFTPoS online credit card processing (NatWest), lease car maintenance invoicing (Lex), insurance (Travel, Holiday, Motor, Life, Pensions, standards), foreign currency and foreign exchange, Norwich Union, credit scoring.

Financial Investment - Investment trust dealing, share dealing, performance analysis (NatWest Stockbrokers), (CountyNatWest/Micropal), Investment Bond

Retail - Marketing database (Post Office), brand incentive & loyalty scheme (for TSB using large Oracle d/b, OO, client-server, Visual C++), Point of sale/Point of information (London consortium), car parking (BCP, ACP)

Travel - BACS processing system for travel industry (ABTA), hotel reservations (Jarvis), ferry reservations

Manufacturing - Real time process control, business information, factory automation, procurement, stock control, decision support, executive information and plant control

Legal - Services to solicitors, customer relationship management, contact centre, Internet/Intranet/Extranet

Human Resources - payroll, HR database

Information and Communications Technology - Telecommunications merger and acquisition activity analysis, call centres, IT (most h/w and s/w).


Software - End user business applications (Office & Communications) - Siebel CRM, all Microsoft office products, Visio, Lotus Freelance, Lotus 123, Lotus Notes), Multimate, Symphony, Visicalc, Brief, Crosstalk, Workmate, Harvard graphics, Quattro, Citirx Metaframe, VPN

Software - End user business applications (Intranet, Extranet) - Autonomy, Teamsite, IBM Websphere, Internet explorer, FrontPage, Macromedia (Fireworks, Dreamweaver), MS-IIS

Software - End user business applications - Ascribe electronic prescribing, business intelligence (Holos), personnel, financial accounting/MIS (SAP-R/3), logistics/sales/marketing, Project management (Prince 2, PMW, MS-Project, ELMP - Executive Leadership and Management of Projects, OO project management), case tools, Human Resources (Source, Centrefile)

Software - Operating systems - NT, UNIX, Wintel, VMS, MS-DOS, RSX-11M+, DOS, OS/2, open systems.

Software - system management - IBM Tivolli

Software - middleware

Software - database - RDBMS (Oracle & Informix), ODBC, MS-Access, Dbase III, SQL Server

Software - development environment (Structured design and programming methodologies) - DFD, JSP, JSD, object oriented analysis and design (OOA/OOD), RAD, Configuration management (PVCS), client-server

Software - development environment (Languages) - HTML, Javascript, SQL, E-SQL, C, C++, Real time comms X25 EDI, RTL-2, Pascal, 6502 and Z80 Assembler & macro, Basic, Visual Basic, Ladder logic, Fortran, EDL, code generators

Hardware - Mainframe bureau, Sun, IBM-Series 1, minicomputer (DEC PDP, DEC VAX), PC (desktop, laptop), Printer (high-end, office, retail store -slip, labels), Numerous peripherals and interfaces (EPoS, scanner), Telecom voice (PBX), LAN (cabling, hubs, switches), WAN (router, modems), Tills (OMRON RS55, DECPOS), modems (US Robotics)


Member Strategic planning society (SPS), Member Association of MBA's (AMBA)


Prince 2 Foundation Course

1991 – 1995

Aston Business School - MBA (evenings, sponsored by AT&T ISTEL).
Plus additional modules - business process re-engineering, international finance, financial management, financial investment and marketing intelligence & strategy.

1986 – present

Outdoor leadership course, two week management course, managing people, IT account management, process quality management and improvement, good business decisions, problem solving, effective presentations, report writing, ISO 9001 auditing, OO project management, role of supervisor. Numerous programming, systems analysis & design courses.

1983 – 1986

Birmingham University - BSc (Joint Hons) in Computer science & Electronic engineering.

1976 – 1983

8 'O' levels, 3 'A' levels, including basic French language skills.