Peter Brockwell

Accountable for defining the IT strategy for Airside Operations and Baggage and matrix managing the IT department to deliver against that strategy. The objective is to establish this role and to ensure that Heathrow has effective IT services that continuously adapt to meet the needs of the business clients and their customers.

Accountable for managing and leading teams providing IT services to all seven of BAA’s airports. The function covers the full breadth of BAA’s applications, networks, infrastructure, service management and the IT Service Desk. Accountable for 300 FTEs; 100+ third party suppliers; and an operating budget of circa £100m.

Accountable for governing the transition of all of Terminal 5’s IT services into BAA’s Service Delivery functions including development of service models, support models, acceptance criteria, the handover process, stakeholder management, etc. Accountable for drafting and negotiating all service agreements with British Airways.

Managed teams to deliver the £12m IT infrastructure for the programme; planned for the transition from the project to a 900 strong BAU function post go-live; and planned for the decommission of 100+ applications upon completion of data migration. The infrastructure and SAP environments were successfully delivered to the programme on time, to budget and to the agreed quality levels. Chairman of the IS Readiness Board, where each of the three BAU organisations were represented by their IS Director.

Member of Centrica’s Service Delivery Executive team. Actively promoted IT capability and services to the Centrica Energy brand and to Centrica’s Corporate Centre. Balanced the £12M cost of service provision against the service quality demands of the business. Negotiated and maintained service levels with the business for every operational IT service and system; gained commitment to these service levels; and directed the resources of the wider 900 strong IT function to consistently meet them.

Represented the IT department on several acquisition projects, including that of OneTel and Enron Direct. Co-ordinated all due diligence activities and transition planning. Led teams to introduce ITIL best practice processes into Centrica. Established and managed the Service Level Management, Change Management and Release Management functions. Outsourcing Manager, accountable for a six-month project that selected a supplier to provide £20m support and maintenance services. Implemented the transition.

Delivered a three-year change programme to introduce new processes and tools to support the strategic initiative to bring greater stand planning to terminal operations within Heathrow and Gatwick. The scope of the role covered business/IT strategy, stand planning/management, flight information distribution to over nine hundred users, passenger simulation, capacity planning and aircraft turnaround management. The portfolio consisted of a combination of in-house and outsourced projects (spend of £7m pa).

Accountable for the build and implementation stages of a £9M project to replace an old aircraft scheduling system. Designed and implemented the on-going support model.