Andy HW

I connect business strategy and technology to deliver real outcomes

Andy Hallam-Whitehill

Hi, I’m Andy and I have 18+ years of experience spanning business operations at Rolls-Royce, delivering technology strategy as a consultant, and running critical IT services at scale at Deloitte. I work at the intersection of business strategy and technology enablement: understanding what the business and customers need, and designing, delivering, and running the technology behind it.

Explore the work View my CV

01 / What I do

Run. Transform. Create.

My work covers time spent in aerospace, defence, energy, utilities, and professional services organisations across a breadth of business and technology focussed roles including running critical end user IT services, leading technology-enabled business transformation, and designing new capabilities to support customers and employees.

Run.

I operate and continuously improve business-critical IT services, so employees have the technology and support they need to deliver great service for their customers every day. I build and lead the teams behind those services, coaching, mentoring, and challenging them to help them achieve more.

Running services at Deloitte

Transform.

I help business leaders to identify, shape and deliver significant technology-enabled change. I lead by establishing a clear vision for the transformed organisation, structuring complex programmes with the appropriate governance to deliver safely, re-engineering processes, systems, and ways of working needed to achieve the business outcome, and bring together the right people and suppliers to get there.

Delivering the Marine separation

Create.

I find new ways to use technology to improve customer experience and support internal teams to deliver better services. I work with business leaders to design processes and ways of working enabled by technology that improve productivity, enable higher-quality services or support new offerings.

Designing GCAP’s digital strategy

02 / The work

Run, transform, and create in practice

From understanding product profitability, to separating a global business for an M&A transaction, or building a joint venture across three countries here are some examples of the work I do every day.

Rolls-Royce02

M&A & delivery

Leading the IT separation of a global marine business.

Taking responsibility across programme design, seller side due diligence, commercial negotiations, applications, infrastructure, and managed services, with a 100-person delivery team.

Complete IT separation, on time and £5m under budget

Rolls-Royce · Marine03

Business process & commercial insight

Making product cost and profitability visible.

Connecting business process design and ERP across the engineer-to-order cycle, from customer enquiry to commissioning.

Product costs and margins made visible

Deloitte UK04

Service & experience

Running technology services for 30,000 people.

Redesigning IT support, asset management, and technology platforms to deliver frictionless, zero downtime technology solutions to enable our practitioners to support our clients.

£1.5m annual savings while maintaining service quality

03 / My story

How I got here.

I have over 18 years of business operations, transformation, and technology leadership in aerospace, defence, energy, utilities, and professional services, here is a summary of my experience so far.

2025–presentDeloitte UKDirector – User Technology & Experience

Leading end-user technology, asset management and support for 30,000 people. A 140+ person organisation and £50m annual spend.

Delivered £1.5m annual savings through operating-model redesign and virtual delivery. Introduced a Virtual Tech Bar, laptop lockers and practical AI and automation through the 1% Club.

Explore the work
2023–2025BAE SystemsHead of Digital Technology Services · GCAP

Building digital capability for a new international joint venture across the UK, Italy and Japan.

Built an 80-person team, authored the digital strategy and target operating model, and led the business case for a £500m+ technology portfolio.

Explore the work
2021–2023Deloitte UKSenior Manager – Technology, Strategy & Transformation

Shaping transformation for energy, resources and industrial clients, and serving as practice COO.

Led an SAP S/4HANA transformation business case; designed IT operating models for 10,000- and 50,000-person businesses; developed the integration strategy for a 4,500-person pharmaceutical acquisition.

The Rolls-Royce SAP proposal The SSE service model
2019–2021Rolls-RoyceHead of Process Integration · Global Business Services

Establishing a 40-person technology delivery team with a £12m budget across Finance, HR and Procurement.

Introduced ServiceNow as a single front door for business services and led sourcing across seven major partners.

Explore the work
2018–2019Rolls-RoyceProgramme Executive – IT Separation

Leading the IT separation of the 3,000-person Commercial Marine business as part of a £500m divestment.

Delivered on time and £5m under budget. Built a 100-person global delivery team and designed the future operating model.

Explore the work
2016–2018Rolls-RoyceIT Transformation Manager · Marine

Leading technology strategy and improvement through significant business restructuring.

Managed a £15m portfolio and delivered £5m annual savings, equivalent to 12% of operating expenditure, through rationalisation and nearshore transition.

2014–2016Rolls-RoyceProcess Integration Manager · ERP Transformation

Connecting business processes on a global ERP programme spanning 30 countries and 50 locations.

Led enterprise process architecture and a £2m CFO-sponsored programme that improved cost-and-margin visibility to inform pricing and product decisions.

Explore the work
2008–2014Rolls-RoyceOperations, production & supply chain

From the leadership development programme to final engine assembly and production planning.

Led 45 people, maintained 100% on-time delivery on final assembly, and improved production planning adherence from below 50% to above 95%.

Explore the work
The full picture, in a familiar format.View & download my CV

04 / Writing

Things I’ve learned.

Stories about things I’ve seen and learned along the way.

The first post is still to come.

Visit Writing
Selected work / Strategy & organisation

BAE Systems · GCAP / 2023–2025

Defining the technology strategy for an international defence joint venture.

Starting from a blank sheet with partners in the UK, Italy and Japan, shaping the organisation, architecture and investment needed for Global Combat Air Programme (GCAP).

person team built
80
portfolio business case
£500m+
partner nations
3

Why this mattered to me

GCAP is a big part of my story. I had to help people find a shared direction while much of the business around us was still being defined. That meant working through differences across three countries including culture, experience, and language, as well as designing the technology and organisation we would need.

The challenge

GCAP was an opportunity to help shape how three countries would design and build a new combat aircraft. We were starting with a blank sheet from an IT perspective in a highly ambiguous environment: the digital strategy, team and ways of working all needed to be built. This was a once in a generation programme and ways of working from previous programmes were no longer suitable for today.

My role

As Head of Digital Technology Services, I worked with the Managing Director, CFO and CHRO to establish the digital organisation for the new international venture. This was effectively a business-unit CIO role.

What I did

  • Built an 80-person team in the UK and coordinated approximately 150 people across the partner organisations in UK, Italy and Japan. Much of this depended on agreement and trust rather than a single reporting line.
  • Wrote the digital strategy and target operating model working with our international partners, including the architecture, ownership of data and how decisions would be made.
  • Developed a five-year roadmap and led the development of a business case for a £500m+ technology portfolio, covering 15 years of implementation and running costs.

What changed

  • Established portfolio governance and secured funding for the first delivery programmes.
  • Onboarded digital partners to support technology delivery.
  • Created a shared basis for technology investment and capability development across the international partnership.
Open this story as a page
Selected work / M&A & delivery

Rolls-Royce / 2018–2019

Leading the IT separation of a global marine business.

Taking responsibility across programme design, seller side due diligence, commercial negotiations, applications, infrastructure, and managed services, with a 100-person delivery team.

person business
3,000
person global team
100
delivery cost
£25m

Why this mattered to me

Marine was the first time I had led something of this scale from start to finish, with a result that mattered in the financial reporting of the business. It was also the first time I could really put my stamp on the culture of a team and a programme.

The challenge

Separate the technology of Rolls-Royce’s Commercial Marine business as part of a £500m divestment, while preparing the business to operate independently.

My role

Programme Executive – IT Separation. I led the end-to-end programme, reporting directly to the Commercial Marine board and Group CIO.

What I did

  • Commercial negotiations: negotiated Siemens licence novation, securing £2m in licence savings, and managed the supplier arrangements needed for the separation.
  • Applications: led separation approach across expenses, ERP, procurement and HR, including Workday. Each part had to support the business as it moved out of Rolls-Royce.
  • Infrastructure: led the network and hosting separation, including data centres, alongside the application work.
  • Managed services: established the arrangements for IT service desk and onsite support as part of preparing the business to operate independently.
  • Organisation and delivery: built a 100-person global team of employees, contractors and partners. I designed the target operating model and five-year cloud-first roadmap, led seller-side IT due diligence and set expectations for how we would work together.

What changed

  • Delivered the separation on time for £25m against a £30m budget.
  • Secured £2m in licence savings through Siemens licence novation negotiations.
  • Established the technology foundations and operating model for an independent business.
Separation delivery budget
Budget
£30m
Delivered
£25m

How I wanted us to work

I wanted us to be data driven and honest, with clear plans and clear communication. That meant treating people with respect, recognising success, and accepting mistakes so we could learn from them. I set out the structure and ways of working, then gave people room to get on with the job.

Talk to me before you…

  • Commit to spending money you don’t have.
  • Hurt a person, a team or a process.
  • Do something you cannot undo yourself.
Open this story as a page
Selected work / Business process & commercial insight

Rolls-Royce · Marine / 2014–2016

Making product cost and profitability visible.

Connecting business process design and ERP across the engineer-to-order cycle, from customer enquiry to commissioning.

transparency project
£2m
process architecture
L1–L5
process modelling platform
ARIS

The challenge

In an engineer-to-order business, the cost and margin position develops as a product moves from enquiry through design, delivery and commissioning. The Rolls-Royce Marine business needed better visibility of that position, including a practical way to compare the profitability of different product models.

My role

As Business Process Integration Manager, I led three connected areas: the business process architecture, the solution design for process localisations for ERP deployments in new countries, and the £2m cost and margin transparency project.

What I did

  • Developed the Marine business process architecture using the APQC L1–L5 model, and managed the team modelling the processes in ARIS, our business process management platform.
  • Led solution design when the ERP programme entered a new country. I translated local business requirements into configuration changes to the core ERP build, keeping processes standard wherever possible and introducing localisations where there was genuine business value.
  • Facilitated workshops with the business to understand the complete engineer-to-order process, from customer enquiry through to product commissioning, and how the cost and margin position developed through that cycle.
  • Designed process changes to improve visibility of forecast cost and margin. I supported the technical solution design, which used a minor ERP configuration change to report the improved information.

What changed

  • The business could readily compare the costs of different product sizes—for example, different thruster models—and understand their relative profitability. This was the first time it had been able to see this information easily.
  • The process changes improved visibility of forecast cost and margin through the engineer-to-order cycle.
Open this story as a page
Selected work / Service & experience

Deloitte UK / 2025–present

Running technology services for 30,000 people.

Redesigning IT support, asset management, and technology platforms to deliver frictionless, zero downtime technology solutions to enable our practitioners to support our clients.

people supported
30,000
person organisation
140+
annual spend
£50m

Why this mattered to me

This is customer-focused operations at scale. The starting point is always about supporting the person trying to get their work done: do they have the tools and support they need, when they need it, where they need it, and at a time that is convenient? That is what the service has to be built around.

The challenge

Our people need to be able to support their clients without technology getting in the way. The ambition is frictionless service and zero downtime. My job has been setting the vision and inspiring the team to move us towards that while continuing to manage day-to-day service delivery.

My role

Director – User Technology & Experience. I lead a 140+ person organisation and manage £50m annual spend, working with business-line COOs and the UK CIO and other heads of function.

What I did

  • Redesigned the operating model and expanded virtual delivery, maintaining service quality as the organisation became smaller.
  • Introduced laptop lockers for out-of-hours replacement and a Virtual Tech Bar for remote specialist support (completed proof of concept).
  • Built a three-year roadmap around process redesign, automation and increased ServiceNow adoption. A hardware catalogue and delivery-partner integration are in progress.

What changed

  • £1.5m+ in annual savings through operating-model redesign, process improvements, and changes in our technology platforms.
  • 20% reduction in headcount while maintaining service quality.
  • Remit expanded from Customer Experience and Support to the design, build and maintenance of the full end-user technology estate.
Open this story as a page
Selected work / Platforms & process

Rolls-Royce / 2019–2021

Connecting outsourced business services, systems and suppliers.

Bringing together process re-engineering, technology delivery, and data controls across Finance, HR and Procurement.

person delivery team
40
budget
£12m
major partners
7

The challenge

Finance, HR and Procurement processes were being transformed and outsourcing introduced for the first time. The processes, systems and supplier responsibilities needed to work together, while keeping personal, export-controlled, and defence data appropriately managed.

My role

As Head of Process Integration in Global Business Services, I established and led a 40-person technology delivery team with a £12m budget. My responsibility connected business architecture, processes and system design, supplier management, and technology delivery.

What I did

  • Built the technology roadmap around the business services being outsourced, connecting process changes to the systems and delivery work needed to support them.
  • Led technology elements of multi-supplier sourcing across seven major technology and outsourcing partners, establishing delivery, cost and benefits governance.
  • Designed processes and systems around GDPR, export control and defence-data requirements. This included role-based access control changes across SAP, Workday and other applications.
  • Developed ServiceNow capability as a shared front door for Finance, HR and Procurement, giving people a common way to access business services.

What changed

  • Established a 40-person technology delivery capability for Global Business Services.
  • Introduced a shared access point to Finance, HR and Procurement services by implementing ServiceNow for management of internal services.
  • Connected the outsourcing programme to a technology roadmap and control framework.
Open this story as a page
Selected work / Services & operating model

Deloitte · SSE / 2023

Designing the model for building and running digital services.

Connecting SSE’s business capabilities to services, with shared responsibility between platform and product teams.

capability model
Complete
service catalogue
Complete
responsibility model
Complete

The challenge

SSE needed a clear way to connect business capabilities to digital services, and to define how those services would be built and run. That meant working out where the platform team’s responsibilities ended and the product teams’ responsibilities began.

My role

I worked on the business capability model, service catalogue and shared responsibility model while at Deloitte. The work connected the business’s needs to a cloud-based operating model that the client was trying to move towards as they continued to modernise their IT platforms.

What I did

  • Developed the business capability model to describe what the business needed to be able to do, and the service catalogue to organise the services supporting those capabilities.
  • Defined shared responsibility between a platform team providing the foundational infrastructure and product teams building digital capabilities on top.
  • Led the design of the operating model around “you build it, you run it”: product teams would take ownership within defined guardrails, supported by the platform team.

What changed

  • The business capability model, service catalogue and shared responsibility model were completed before I left Deloitte - this supported a longer term engagement to implement broader operating model change.
Open this story as a page
Selected work / Solution leadership & commercial design

Deloitte · Rolls-Royce / During my 2021–2023 Deloitte role

Leading the solution for a complex SAP transformation proposal.

Bringing together technical design, implementation, business change, and commercial arrangements across the UK, USA and Germany.

proposal value
£400m
subject-matter experts
80
countries contributing
3

The challenge

The proposed ERP implementation had to take into account operations in multiple countries, with very different products (gas turbines to nuclear reactors) and businesses. Using my experience of Rolls-Royce to understand that complexity was central to the proposal, and had been a significant difficulty in previous attempts by the client when attempting similar ERP upgrades.

My role

I was the solution lead. I brought the different parts of the proposal, business case and implementation plan into a single coherent proposition, coordinating 80 subject-matter experts across the UK, USA and Germany.

What I did

  • Brought together the technical design and design authority approach, so the proposition explained both the solution and how design decisions would be managed.
  • Integrated the implementation approach across countries, products and businesses, alongside business change and programme management.
  • Joined the delivery plan to the commercial model: the number of people required, different member-firm rate cards and the margins associated with them.
  • Kept the technical, delivery and commercial elements connected through a multi-round client selection process which operated at pace.

What changed

  • We developed a coherent technical, business change, and commercial proposal in 3 months from nothing which landed very well with senior client leadership.
  • We built strong working relationships with senior stakeholders at the client to better understand their business, the challenges that they faced, and test out options to improve.
  • We built strong working relationships with practitioners across Deloitte in the UK, USA, and Germany as we pulled our collective experience together for this proposal.
Open this story as a page
Selected work / Data, AI & improvement

Deloitte UK / 2025–present

Using data and AI to improve everyday service work.

Applying practical automation, AI, and establishing a culture of continuous improvement through the 1% Club.

tickets analysed monthly
~5,000
monthly order checks
~2,000
saved per week
~30h+

The challenge

Make continuous improvement and AI useful in day-to-day service delivery, with evidence to show where effort will make a difference, avoiding the trap of spending significant time and effort on AI with no practical use case.

My role

Director – User Technology & Experience. I established the 1% Club to encourage all members of our team to identify and improve small things in their day to day role. These 1% improvements cover topics such as improved customer experience, challenging AI to improve our processes, or enhancing the quality of our data.

What I did

  • Established an Azure data lake and developed executive dashboards to improve visibility of service performance.
  • Introduced AI-assisted analysis of our monthly support tickets to help understand recurring issues - with nearly 20,000 monthly tickets we have a wealth of data to help drive service improvement.
  • Implemented automated checks on approximately 2,000 monthly hardware orders, reducing repetitive work.

What changed

  • Approximately 30 hours saved per week so far through automated hardware-order checks.
  • AI-assisted analysis applied to approximately 5,000 support tickets each month.
  • The 1% Club adopted more broadly in IT and our enabling functions as a practical approach to AI and continuous improvement that recognises the small improvements our teams make every day.
Open this story as a page
Selected work / Operations & people

Rolls-Royce / 2011–2014

Leading engine assembly and improving production planning.

Improving flow, planning, and delivery at Rolls-Royce—the operational grounding I bring to technology leadership.

people led on assembly
45
on-time assembly delivery
100%
planning adherence
>95%

The challenge

Maintain quality, safety and customer delivery as final engine assembly volumes increased, and improve the reliability of production plans.

My role

Production Leader, followed by Production Planning & Control Manager. I led 45 people on final assembly and later coordinated production planning across facilities in the UK and Singapore.

What I did

  • Implemented a single flow line and improved shop-floor control to track engines through assembly.
  • Connected customer requirements, supply-chain inputs and factory capacity to build realistic production scenarios.
  • Built planning and reporting tools to make the customer of each engine visible to the shop floor (building customer intimacy), delivery risks visible, and focus operational intervention where it was needed.

What changed

  • Maintained 100% on-time delivery during growth in final assembly volumes.
  • Supported a sustainable increase in throughput from three to five engines per week.
  • In production planning, improved weekly launch and completion adherence from below 50% to above 95%.
Open this story as a page