Mike Dorgan-Davey

Experience

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  Bell Cablemedia

  Mar 1993 - Oct 1993

  GIS Operator / Draftsman
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  Estav RT

  Oct 1993 - Jan 1994

  Senior Draftsman
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  Bell Cablemedia

  Jan 1994 - Oct 1998

  Planning Manager
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  South Africa Telkom

  Oct 1998 - Nov 1999

  SDH Design Consultant

  • Planned SDH transmission network for a £160 million project to migrate the Johannesburg network from PDH to SDH over a 6-year period.• Planned 4x8 channel DWDM transmission rings to carry all of the national and international traffic for the Greater Johannesburg area.• Fundamental Design of a 3000km ‘Protected Ring’ fibre optic carrier network to be implemented over the following 5 years.• Analysed and proposed improvements to previous design methods, resulting in an average saving of 2,400 planning hours per year.• Implemented ‘Artemis’ project management software at regional level, which created 27 event project templates for 8,500 projects. • Formulated proposals for network rationalisation resulting in a saving of £10.5 million for the 99/00 financial year. Show less

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  KPNQwest

  Jan 1999 - Jan 2001

  Programme Manager

  • Managed a department of Data Network Specialists, tasked to ensure that network support functions, such as, IP networking, Network Management, Performance Management and Equipment Testing were effectively carried out.• Supervised Construction Departments to ensure that an ultra high capacity European carrier network was deployed within a total of 15 European countries over a 2 year period.• Project Manager responsible for a US roll-out of a multi-million dollar, backhaul network for transatlantic sea cables from various European sites to New York State. This project was successfully completed in a total of 16 weeks from order to deployment and commercial introduction.• Researched ‘impact studies’ on the provision of new services and products, including the deployment of 10G’bit optical service. Show less

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  Vodafone Ireland

  Jan 2001 - Jan 2006

  Transmission Design Consultant

  • Managed the deployment, integration and testing of Equipment (WDM, SDH, PDH) into the Vodafone National Transmission Network to enable the migration of network traffic onto a self owned solution. Network solutions were surveyed, ordered, prepared, installed, tested and handed over to the business within an 80 day window. The deployed network solutions delivered in excess of €100 Million in savings to Vodafone over a 3 year period.• Directly managed the process of defining customer needs, agreeing solutions and evaluating and testing potential supplier products. Proposed solutions were then converted into Business Case proposals and presented to the business for approval. I was also responsible for negotiation of contracts and SLAs with new equipment suppliers and service providers. Show less

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  BT

  May 2006 - Mar 2015

  Director working across a range of transformational change programmes to uplift and transform the operating practices of BT’s mobile engineering workforce in a highly unionised and process driven environment.• Accountable for the delivery of BT Operate’s largest internal transformation programmes throughout the 2012/2015 period, delivering key transformational changes throughout BT’s 1400 strong exchange based engineer workforce including a complete top to bottom overhaul of the working practices, processes, tools and culture. Evolving the organisation from a task orientated, centrally managed group of single skilled engineers into teams of locally empowered and service focussed multiskilled engineers responsible for their own areas of operational excellence.• Responsible for the development of a range of cutting edge IT systems and tools, designed to provide clear business insight and operational priorities throughout the engineering workforce teams, from effective planning and forecasting tools to be used by the central control teams, through to smartphone based task scheduling tools for the engineers on the ground. All tools were developed in close cooperation with BTs Research and Innovation team using agile methodologies, meaning we were able to progress from concept to working prototype in 8 weeks.• Accountable for setting up and running the PDH Compaction programme, responsible for the migration of 75,000 live customer bearing 2Mbit circuits from PDH to SDH network infrastructure, allowing the active decommissioning and recovery of 184,000 PDH network elements over a 15 month period, in order to remove 33% of BTs legacy PDH network and deliver in excess of £5 Million per annum of reduced energy and cooling costs. This programme was considered an exemplar within BT received regular support and accolades from the units Managing Director and CEO. Show less Programme Director responsible for the seamless rollout of all BT Operate Deliverables ensuring that BT delivered a seamless and fault free London 2012 Games, including:• Leadership of the Pan-BT Central PMO function, with direct reporting accountability to the CEO, ensuring that all London 2012 programmes across BT were working to a single consolidated Portfolio Plan and that portfolio level risks, issues and Operational Readiness milestones were understood and managed seamlessly throughout the business.• Accountable for the successful delivery of all BTO activities required to deliver a seamless games, including the provision and integration of 400+ BTO personnel into various Games time service roles, provision of integrated OSS and Order management systems to support BTs client service wrap, and necessary Security and Business Continuity services to ensure a secure Games.• Responsible for full management and governance of BTO’s financial and resource budgets and internal recovery process throughout the London 2012 programme. Took personal responsibility for the negotiation of specific internal trading agreements and delivered a saving of approximately £10 Million of internal costs to the London 2012 programme. Show less Senior Manager responsible for the successful execution of all Service Introduction activities within the BT Operate / Retail environment, including:• Leadership of a team of Service Introduction Managers, tasked specifically with the successful management of all changes implemented by BT Retail into the live operational estate. This guarantees that all changes are subject to rigorous E2E Testing, formal Acceptance Into Service (AIS), and post-live warranty, all of which directly impact the Customer Experience and system stability.• Responsible for the strategic deployment of an improved Change Assurance process for Retail, including the rollout of a mandatory Risk Assessment and AIS of all Retail changes. This improved process delivered £12 million in savings to the business in the first 12 months of deployment and reduced change based failures by ~50%. • Stakeholder engagement with the Managing Directors and Programme Directors of both the MDSO and MDSD offices, to facilitate and maintain a strong and mutually beneficial working relationship. Liaison with these stakeholders ensures that all processes and activities required to introduce operational changes are fully documented and supported at Senior Management level. Show less

  • Transformation Programme Director

    Oct 2012 - Mar 2015

  • London 2012 Programme Director

    Dec 2010 - Oct 2012

  • Service Introduction Lead for Retail

    May 2006 - Dec 2010
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  AstraZeneca

  Apr 2015 - May 2020

  Director of Major Programmes & Global Project Management

  Senior Director, reporting to the VP of End User Services. Accountable for the successful delivery of a diverse range of transformational IT Programmes valued in excess of $200M per annum.• Direct Leadership of a team of 100+ globally located project & programme managers, operating as a centralised Project & Programme Management capability, providing a diverse range of project delivery services on behalf of AstraZeneca’s IT function. Project Management teams located in India, UK, US & Mexico organised on a regionalised structure and reporting model.• Operated as the Business Performance Director (as a dual role), holding “Chief of Staff” accountability for all aspects of a +$100M business function including process development, KPI/Scorecard development and reporting, resource/finance management and agenda management on behalf of the VP. • Organisationally Responsible for the successful delivery of share price impacting transformational programmes on behalf of AstraZeneca, including the deployment of key building locations (such as the new Cambridge HQ and South San Francisco location), the IT integration/divest of all of AstraZeneca’s Mergers Acquisitions and Divestments, and the delivery of key Technology Transformations including the Infrastructure Stabilisation Programme and Network Segregation programme in order to address Senior Exec Team level monitored risks.• Responsible for the creation and leadership of the Global Project Management capability. Delivering “Project Management as a Service” to all areas of AstraZeneca IT, as a demand driven expertise supplement to their own embedded resources and non-PM capabilities. Provision of this service delivers an average 70% saving in terms of resource driven operating costs compared to AstraZeneca’s traditional resourcing model. Show less

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  Openreach

  Jun 2020 - Nov 2021

  Senior Manager – FTTP Build Construction Management Office (CMO)

  Senior Manager - reporting to the Director, Fibre Build. Accountable for high level programme support and tracking of the Openreach build of FTTP to 20 Million homes and business across the UK.• Responsible for the creation and leadership of a centralised “Air Traffic Control” management and monitoring function for the FTTP Fibre Build Programme, providing intelligent and influential data to drive the right behaviours to ensure the £12Bn programme delivers to Time, Cost & Quality.• Management of a wide and varied number of Stakeholders, ranging from Managing Director/CEO grade stakeholders in our 3rd Party Build Partners, through to “on the ground” teams and individuals, ensuring all stakeholder are aware of relevant information and are providing relevant updates to enable greater understanding.• Direct leadership of a UK located team of 50 personnel, with a diverse range of project management, business reporting and financial skills. Ensuring the team operate as an engaging and inclusive unit that makes Fibre Build and the CMO easy to do business with. Show less

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  Gap year

  Nov 2021 - Nov 2022

  Work break
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  Contractor

  Dec 2022 - now

  Contractor