Malcolm Stables

Experience

• 

  Computershare

  Apr 2007 - now

  Managing multi-million pound programs of work spanning a Global Technology Department. Providing strategic guidance to multiple delivery teams and project managers, while co-ordinating cross-project activities.Most recently, leading various global technology teams in the successful migration of Computershare's core transaction-based mainframe system from OpenVMS to Linux. This multi-year initiative, critical to our digital transformation, involved intricate planning and execution across technology, business, and most importantly, our global workforce. The successful migration resulted in a modernized backend, delivering significant improvements in processing speed, system stability, and overall operational efficiency, positioning Computershare to better serve clients and stand in good stead for future growth.This role has provided vast experience of developing and controlling deadlines, budgets and change, alongside risk and resource management. Show less Responsible for the project planning and build-out of multiple new teams from recruitment to on-boarding and knowledge transfer from subject matter experts globally into the new Technology Centre of Excellence based in Edinburgh.Over the course of multiple projects, managing the transition schedule of complex systems and processes from previous operation in our global offices (Melbourne & Denver) across to Edinburgh at a scale of 13 portfolios, comprising 133 applications, over 14 teams.This role also involved FTE Planning, recruitment, on-boarding, and building of a new department to support the incoming work, as well as identifying any need for external training to fill any skills gaps within our newly built teams.I was also involved in devising a new Graduate Program - something we had not offered previously within the organisation. This included building a repeatable assessment process, and then executing that process – where I played a key role in running various assessment centre days, final candidate selection, on-boarding, training, and immersing the individuals in our company culture. Show less Matrix management of eight direct-reports across eight agile development teams looking after many applications throughout the business portfolio. Equipping employees with the knowledge, practical skills and motivation to fulfil their individual potential was one of the main drivers.In this role I championed many areas of improvement across the department, including many people-orientated strategic changes. The role also involved resource management, ensuring the correct capacity within each agile team. I took great pride in having team members performing roles best suited to their individual skillset, utilising newly learnt skills. This also involved facilitating movement of employees between teams to cross-skill, as well as identifying relevant training and development gaps. I was also heavily involved in recruitment, as well as career and succession planning.On an operational front, alongside overseeing the delivery of multiple projects alongside BAU across the delivery teams, I implemented many process enhancements, developing, championing and governing both new and existing practices across many areas, such as Quality Control & Assurance changes in line with industry best practice, as well as a move towards a CI/CD pipeline. Show less Managed a team of six support-developers, reporting directly to myself. This was my first venture into a managerial role, responsibilities included task allocation, absence management, dealing with grievances, performance development, salary-related performance reviews, and the general workload management within the team.I was also involved in code-reviewing newly developed software, as well as deploying it to the live system (ensuring adherence to our change management process). I also provided lead support for various out-of-hours events such as corporate actions and migration operations.I also introduced various dashboards, derived and compiled various metrics (SLAM Charts etc.) proactively measuring team performance. I also brought onboard the use of system monitoring, alongside a change in the way we worked - introducing Kanban to the team, which was particularly satisfying. Show less

  • Program Manager

    Jul 2022 - now

  • Snr. Transition Manager

    May 2018 - Aug 2022

  • Software Development Manager

    May 2015 - May 2018

  • Application Support Team Lead

    Apr 2011 - May 2015

  • Software Developer

    Mar 2009 - Apr 2011

  • Junior Software Developer

    Apr 2007 - Mar 2009