Andy Hindmarsh

• Headhunted to take ownership of the core Operations Programme covering both Online and Retail as part of the transition from Camelot to Allwyn following the successful selection for the 4th National Lottery license.
• Following a initial 3 month deep dive Retail, BI and Data was split into a further 2 programmes, with the remaining core projects under my leadership being Transition from Cisco Contact Centre to AWS Connect and Service Now.
• Managing Stakeholders and all Project teams (circa 40 team members), and working with other Programme Leads to drive position change and plan for successful outcomes ready for 1st Feb 2023.
• Other projects in my portfolio including full migration of all player Direct Debits (circa 1.6M) to a new Bottomline/BACs Cloud SAS.
• Finance and Fraud Operations to maintain the current Experian tools, with a roadmap to include a Single customer view across the 10M+ player based incorporating financial vulnerability, Participant Protection and all related Policies and Strategies both legacy and any service/process of function change driving by the new Target Operating model.
• One other significant project was the introduction of Outcomes based reporting to the Gambling Commission via a secure SharePoint portal to include all Regulatory Reporting, Lottery Records Database and all independently verified via the IVS/ICS provided by 3rd Party Lottery specialists Elysym.

• Recommended following my previous work to take PMO ownership for a major UK initiative for the protection of “At Harm” players in the Gambling industry.
• Leveraging my involvement from the Operator side during my time with William Hill, my responsibilities where to replace the KPMG Team and bring the Programme and PMO in-house at BGC.
• Kicked off a pilot AI/Data driven initiative to review and recommend best practice for BGC Members adoption with an industry centric focus.

• Managed a large-scale cross-organizational level programme containing 33 workstreams to be delivered with a very strict End of 2022 deadline
• Strategic Programme responsibility for a significant Group level Compliance and Safer Gambling Initiative covered the whole UK customer base of both William Hill and Mr Green.
• Implementation of a new Player Protection solution provided by a Crucial Compliance. Centralised near real-time player activity and monitoring solution to apply guard-rails and protections at a customer level.
• Supporting business units covering AML, Fraud and Risk and all Compliance teams including Customer Due diligence, Safer Gambling and Key accounts.
• Responsibilities to chair and the Weekly Steering committee presented to the UK MD and Senior leadership to track and monitor progress, risks and issues and provide governance across the programme.

Head of Engineering (Paternity cover) – Initially tasked to own several improvement initiatives for TeamHub which was initially developed as mobile application running on iOS and Android to support the 3000+ IWG Business centres across the global. This included Fully Automated Testing to support a move to Azure pipeline deployment with the aim where possible to implement Continuous Integration / Deployment (CI/CD).

Completed a Process improvement review moving away from email/ad hoc requests to introduce a full communication plan supporting daily stand-up, deeper weekly engineering review. All activities were centrally managed in JIRA to the full software development life cycle.

Technical Programme Manager for TeamHub – Ownership of the implementation of a new Windows 10 Platform (UWP) of the TeamHub app. With the full integration of the development pipeline to extend our monthly release activities to include automated deployment via Intune. This allowed us to have a self-managed push deployment approach for all IWG employees. We also extended availability of the app in each of the 3 platform App Stores – Microsoft, Google Play and Apple AppStore.

Another key aspect of my role was to act as the conduit between the business and the engineering teams as we transitioned the app into Business As Usual (BAU). Working with Level 1, 2 and 3 support teams to provide technical and to provided key metrics and reporting to feed into our weekly Service Management and Reporting SteerCo sessions.

Leveraging my experience across Technology and Cryptocurrency to work on several technology innovations to aid the adoption of Cryptocurrency including Blockchain / Smart Contracts, Simplified/Integrated Trading across multiple platforms. Extending an automated trading approach via AI to manage full market tracking strategies and trade automation covering Bitcoin, Ethereum and Tier 1 altcoins.

BBC Customer Support Portal – Full Programme Director responsibilities to migration and replace all web facing Customer support portals, Dynamics365, and full migration from physical to AWS Cloud infrastructure across the whole of the BBC Web Estate. This included integration with the Capita managed Contact Centre in Belfast and the core BBC Customer Support team based in Wood Lane.

FSCS Service Design Programme – Programme Director responsibility onsite with the FSCS Team to manage a complete Service Design approach covering all active teams including Internal FSCS Team, Capita Contact Centre and Processing Team and legacy product support from various Third-party partners including Deloittes.

Initially tasked with assessing the existing team and methodologies across the organisation to implement a new PMO and Best Practice Methodology covering the full project lifecycle from Presales, Discovery, Implementation, through to production delivery. Introduced full change and release management processes for all projects incorporating both internal Development and Testing Teams, as well as Client / Third party change and release management teams and strict change control procedures.

Key accounts and Programmes delivered

Introduce Best Practice Delivery Methodology across the organisation of 120+ people across 4 locations in London, Newcastle, Sheffield and Edinburgh.

Barnet Council Web Platform – Full CMS Implementation including migration from legacy physical infrastructure to AWS Cloud

University Superannuation Scheme – Discovery Programme to assess the current Capita legacy pension management platform to a Mobile first Sitecore CMS implementation.

Mobilcom Debitel – Development and integration of a Xamarin Mobile app to support the Customer Support for all handsets across Germany with integration into the Mobilcom Internal Support platform via API

Responsible for the full preparation of a successful RFP for the migration of Rank Group from their existing OpenBet Platform onto the Bede Gaming Platform, this initially involved a detailed deep dive analysis of the whole Rank business covering the existing online businesses, Retail, Marketing and Operational lasting approximately 9 months. The resulting Solution, proposal document and full programme plan formed the basis of the contract signed in January 2015 between Bede and Rank.

Following the successful handover of the programme to a newly formed Delivery team, my focus has been working with the Commercial team looking at New Business Opportunities using the methodology created for Rank client engagement with Enracha, the Spanish Retail Bingo operation owned by Rank.

Key Achievements:

• Setting up a new PMO / Full Business change project covering over 300 people. Introduced change management and significantly improved working efficiencies.
• Reduced each customer’s fault rate in the field by over 40% with the introduction of a change and delivery framework to improve planning and quality deliverables.
• Programme Management of a £4M+ budget 100 venue field trial for a major UK land-based operator incorporating hardware, software vender and 3rd party games developers.
• Stakeholder management of both Internal and operator executive and Programme resourcing (circa 150 people).
• Introduction of business and process transformation initiatives to support a 18 month product roadmap across the UK Business. Incorporating our 2 major clients and a network of over 20000 gaming machines across 5000 venues. Resulted in both a strategic forecast for short, medium and long-term technology initiatives.

Key Achievements:

• Undertook an internal review of the all the IT teams and functions including – project management, product ownership and support, IT development, business intelligence, release management, IT Infrastructure and QA.

• Review of all business unit operational procedures both at the Headquarters in Gibraltar and the online marketing / development operation in Herzliya, Israel to understand business goals, objectives and priorities to form the basis of introduced a workable and sustainable communication plan.

• Provide product support for current Playtech online gaming platform incorporating 20 front end clients, all back office administration, online cashier and 3rd party payment providers, fraud and risk management.

• Engage with all business unit leaders to introduce the new PMO Process and methodology, and ensure all work is properly scoped, prioritised and delivered to expectation.