Nigel Green

email: nigelpsgreen@gmail.com

mobile: +852 9102 0309

A Senior IT Executive with experience in public and private sectors, internationally. Establishes common understanding across diverse groups and engenders the adoption of IT-enabled change. Significant experience of directing, facilitating and coaching, both business and technology teams. Experienced in value alignment across diverse and complex business models. Adept at engendering simplification and agile practices in highly-regulated, and otherwise bureaucratic, organizations. Specialties: Technology Innovation Business-driven IT strategy New Business-Technology operating models Board-level communications Consulting International business Enterprise Team leadership & capability maturity Agile & pragmatic methods Business Process Improvement Service Oriented business models and IT platforms Enterprise Architecture. Industries: Geographies: Work History Employer: CLP Power Hong Kong Ltd. - Feb 2012-Feb 2014 (2 year contract) Head of Group Technology & Architecture Company Background: CLP Power Hong Kong Limited is a wholly-owned subsidiary of CLP Holdings Limited. CLP Holdings Limited is a company listed on the Hong Kong Stock Exchange and is one of the largest investor-owned power businesses in Asia. CLP Power operates a vertically integrated power supply business in Hong Kong, covering electricity generation, transmission and distribution, and marketing and customer services. CLP Power has been serving Hong Kong for more than 110 years. It supplies highly reliable electricity to over 80% of Hong Kongs population. It serves 5.8m citizens, manages 2.4m customer accounts and attracts revenues of HK$33,944 m. CLP Power is regulated by HKSAR Government under the Scheme of Control Agreement. The parent company, CLP Holdings, also operates in, Chinese Mainland, Australia, India, Southeast Asia and Taiwan and is a significant investor in renewable energy across Asia. CLPs IT Group sits within the CLP Power business but also provides services and consulting to companies across the CLP Holdings group. CLP Power is the most profitable of the group. It does, however face a number of game-changing business challenges over the next 3-5 years: These challenges give rise to 5 agendas: 1. 2. 3. 4. 5. Streamline business processes and seek outsourcing for non-core activities Create a knowledge-sharing culture - due to the potential for knowledge loss created by an aging workforce Change the company culture from conservative to progressive Manage costs responsibly : Relieve the pressure to raise tariffs and at the same time meet emissions targets, maintain shareholders rate-of-return, balanced with rising fuel costs Prepare for a new Operating Model driven by regulatory reform and the adoption of Smart Grid technologies. Utilities Logistics Transport Government Media ICT Services Europe Asia Middle East USA

Employer: CLP Power Hong Kong Ltd. - Feb 2012-Feb 2014 (2 year contract) Head of Group Technology & Architecture (Contd) Role Responsibilities: o o o o o o o o Direct and indirect team leadership IT trends research & strategic impact assessment Business Architecture, IT Architecture & Target Operating Model development Business-Technology 5 year strategy (CAPEX/OPEX value HK$5.5 billion) including C-level buy-in IT governance - policies, methods & standards and risk management Outcome-focused requirements analysis & synthesis Discovery & management of Shadow IT Office-of-the-CIO establishment.

Major Achievements: Driven by the 5 business agendas (see above): o o o o o o o o o o o o Established a Business-Technology road map to 2018 (All 5 agendas) Devised and led an IT-skills maturity programme (Company Culture & Streamline Business Process agendas) Established a highly motivated team of IT professionals, set to be among the practice leaders in Hong Kong
(Company Culture & Streamline Business Process agendas)

Streamlined IT Governance processes (Company Culture & Streamline Business Process agendas) Championed Cloud adoption strategy and led Cloud supplier negotiations (New Operating Model & Outsourcing agendas) Championed a Service-focused Business Operating Model (New Operating Model agenda) Directed the adoption of matrix management and New Ways of Working practices within the IT group
(Company Culture Agenda)

Introduced consulting techniques leading to greater clarity and improved trust-relationships across the business (Company Culture Agenda) Championed team-working, knowledge sharing and collaborative working (Company Culture, Knowledge-Sharing &
Streamline Business Process agendas)

Championed Business Intelligence and Advanced Analytics (Manage Costs & Streamline Business Process agendas) Led the development of a business-technology transformation plan for the Smart Grid Advanced Metering Infrastructure Programme (New Operating Model agenda) Became a trusted-adviser to the CIO and Executive Board due to contribution to business strategy discussions
(All 5 agendas)

Employer: 5Di Ltd. (own company) - Feb 2010-present Business Change Consultant Clients: TUI UK&I Ltd., YODEL, Royal Mail Group and SABRE Airline Solutions Responsibilities: o o o o o o o Strategic Design Authority for large IT transformations Post M&A business transformation planning and workshop facilitation Business Operating Model development & e2e Business Process Modelling IT Operating Model (ITOM) design Coaching and guidance to Architecture & Business Analysis teams Consultative business development and CIO advice Interim leadership.

Major Achievements: o o o Established an independent consulting business with clients in the UK and USA and achieved annual revenues of over 200K within 18 months. Advised the Chairman of a logistics on his post-merger which entailed reversing the current thinking which subsequently led to a more robust business processes and IT portfolio. Advised the Chief Architect of a large travel industry software firm on the conceptual design of a software platform which led to significant product innovation.

Employer: Capgemini UK PLC - May 2005-Jan 2010 Architecture Consultant & Advisor Main Clients: Home Office (UK Government), HMRC (UK Government), DHL, Royal Mail Group and States of Jersey Responsibilities: o o o o o o Team leadership within a matrix management model Thought-leadership Design Authority leadership Business development & client proposals C-level communications Author.

Major Achievements: o o o Recognised form my innovation and thought-leadership by the UK Government which lead to MCA/Sunday Times Consultant of the Year nomination. Authored a CEO-sponsored book on the methods and practices I had developed which is now on the readinglist at Universities and is being adopted by Business Analysts and consultants globally. Acted as concept leader and design authority for an innovative approach to processing 4bn letter events per day for the Royal Mail. This subsequently became the most important IT change initiative on the CIO s agenda and significantly improved the commercial positioning of Capgemini, within the Royal Mail Group (RMG), leading to circa 30% improvement in account revenues. RMG was Capgeminis top UK customer at the time.

Employer: VI Agents LLC June - Feb 2003-May 2005 - VP Product Development/Chief Architect: Main Clients: British Telecom, KPN, SITA, Mercedes and Aviall (aerospace). Responsibilities: o o o o o Thought-leadership & innovation (Product Concept) Design Authority & Architecture Lead for an innovative Event Processing platform Management of geographically distributed technical team Business development and business process/technology consulting Software development life cycle and service delivery oversight.

Major Achievements: o o o As a key member of the leadership team, established start-up software business with clients in the UK and USA and achieved revenues of over 1.5m within 24 months. Established a solid working relationship with British Telecom which led to the first sale of our product Led the development of the worlds first, Cloud -based, m2m/sensor platform which was subsequently adopted by the US Military to support operations in the Middle East.

Earlier Employment: o o o o o Hutchison Port Holdings Ltd. (2001-10 - 2003-01) - VP Service Delivery Computer Sciences Corporation (1999-04 - 2001-10) - Global Web Hosting Business Strategist Central European Media Enterprises Ltd. (1997-07 - 1999-03) - IT Director DHL Worldwide Express Ltd. (1986-06 - 1997-06) - Business Systems Architect & Programme Manager Other IT Roles (1976 - 1986): Software Development Manager, Project Manager, Business Analyst, Software Developer and IT Operations Manager.

Credentials: Over 30 years IT experience covering: software development, IT operations, project & programme management, PMO, business analysis, business architecture, enterprise architecture and IT leadership. CEO-nominated Executive Leadership Programme - Capgemini University - 2008 MCA Consultant of the Year Finalist (for work in Criminal Justice) - 2007 DHL Leadership Fast-Track/MBA Programme - Ashridge Management College - 1995 UK Government Security Cleared (MoD, Home Office & HMRC) Author: Lost In Translation: A Handbook for Information Systems in the 21st Century Evolved Technology Press, November 19, 2007

Other Information: Married with an adult family. High School Educated to GSE A Level. th Born 12 July 1956. Homes in: Sai Ying Pun, Hong Kong (current main residence). St. Albans, Hertfordshire, United Kingdom. Pzenas, France.