Andy Jones

Delivering high value & rapid digital consultancy: • Business model review & innovation • Due Diligence • Constructive challenge to existing plans • Definition & acceleration of digital strategy • None Executive Director (NED)

An unique role, created to provide immediate "back fill" for the CEO, who was given additional role at parent company (Deutsche Telekom) level. • Group strategy & future options planning • Chairing boards of Subsidiaries: ImmobilienScout24, AutoScout24, FriendScout24 & FinanceScout24 • Group operations, governance & key investment decisions (inc M&A) • Leading Scout role in the Group sales process during 2013, including post process planning

Product & Innovation (P&I) division consisted of mobile & fixed line products and a broad portfolio of Internet assets. New executive team triggered strategic review of role and structure, and conversion into Digital Business Unit (DBU). • Strategic portfolio review of all Internet assets • Definition of future operating structure, principles and governance (eg creation of “DBU playbook”)

AND Group (division of DMGT) owned a portfolio online assets, including: jobsite, findaproperty, primelocation, motors.co.uk and teletext. “Chief of staff” role to assist new CEO during his first year. • Strategic portfolio review (business models, strategic future, risks & options) • Investment principles, options & strategy • Portfolio tech review (inc: appointment of new Group CTO) • Exit of Dating sites • Acquisition of Globrix

MLC50 is a (purposely low key) VC privately owned by a high worth individual. Acceleration of the product definition & product delivery within invested companies, on an occasional "as needed" basis

Coller Capital is the global leader in secondary private equity market & Europe’s largest investor in VC funds. • Business processes definition & review at the Exec board level for the COO. To support the ongoing company evolution & innovation • Review & restructuring of internal transformational back office product.

Fixed term impact role, £50M strategic initiative to transform www.bbc.co.uk. One of world’s largest & most popular websites (~2,500 sub-websites) • Driving force to deliver change, in highly political & emotional environment • Multiple workstreams: New UX Design, CMS Strategy, Search, Mobile, Dev Methods, Web 2.0, Automated Page Generation, iPlayer integration, Mobile, Aggregation, Distribution & Tech Architecture • Restructuring depts & handover to permanent roles • Significant budget under spend

Audit of programme creating a highly complex and industry innovating new product and internal innovation capability • Implementation of agile methods & new CxO level governance to ensure effective & rapid innovation • Culture change

Asked by C4 to create new stand-alone (none C4 branded) company in the web 2.0, User Generated Content (UGC) & Mobile space. • Creation of the ad-funded & subscription business models • Definition of operating model and organisational structure • Creation of the 3 year business plan, P/L projection & growth scenarios • Acquisition/partner analysis & due diligence This exciting project was sadly impacted by fallout from Big Brother, and reluctantly cancelled by C4 Chairman & CEO.

After recognising under investment in ITV.com, ITV wished to create new online consumer propositions for the ITV Consumer division, and create a new internal online capability (product, editorial & technical). • Rapid definition & mobilisation of new ITV.com online products, including Video On Demand (VOD) • Creation of new technical organisational structure, technologies, partners & infrastructure • Creation of new shared services to manage costs & speed innovation

Strategy, product & business model definition and project mobilisation to create the worlds first mainstream online Video on Demand (VoD) product: 4OD. Which then launched in 6 months (Nov 2006). C4 had announced that New Media had become strategically vital as a future revenue source. Worked directly for the MD New Media, to drive a “step change” in the focus, mindset & capability of New Media & Mobile dept. • UK first Simulcast (live streaming tv channels) on web & mobile • Creation of new

During this period, Sainsbury's Online was transformed from losing tens of millions annually, to operating profit. Turnover >£450M, >4,000 colleague in >110 locations • Ownership of all online technology • Complete business transformation of Sainsbury’s grocery delivery business. • Created customer service focus: fundamentally improved customer satisfaction, increased frequency of use and basket size growth. • Turnover £450+ million, >4,500 colleagues in >120 locations

Fish4 was the leading UK website for online ads for Jobs, Cars & Homes. Creation of international award winning Homes site, & platform for Cars & Jobs. Restructure of internal departments & implementation of Agile methods

Succurro was a small start-up company providing services to an incubation company; converting Internet concepts into detailed working prototypes, to assist dot-com companies in securing second round funding, and to provide focus upon their core offering. Sadly, this enterprise became victim to the venture capital crash. • Business model evaluation and revision for clients. • Definition and management of the prototypes and business models.

Established a UK Project Office, in order to support weekly executive management of the total multi-million pound, pan-European project pipeline

Transformation of the business from a call centre only model, to multi-platform (iTV, call centre & Online). AIR MILES then provided the British Airways loyalty scheme, with >5 million collectors & >1,000 employees. • Creation of a multi-million pound java based Integrated Selling System (ISS). The first large scale, multi-platform java solution within the UK. • Delivery of multiple transformation projects

CTP was a leading international consultancy and system integration company headquartered in Massachusetts, USA. The key differentiator was delivering business focused, fixed time/fixed cost solutions rapidly. During this period CTP grew exponentially from 400 to >4,500 employees through rapid organic growth & acquisitions. Scope Phase Practice Manager Project Manager Business Analsyt