TOGAF course for the Practitioners, France

David Gilmour
Profile Overview
Career History
Education & Training

David Gilmour came to Enterprise Architecture from the angle of Corporate Governance during the late 1980�s. While supporting the interface between some of the leading global outsourcing houses and their clients, the need to be able to articulate lucid and auditable structures at these interfaces became apparent. On searching for a robust solution David came across TOGAF in the early 1990s and found that it supported this requirement and that the Development Methodology inherent in it enabled a consistent approach. After several years of practicing David got TOGAF8 certification in 2005. He then took an interest in the development of TOGAF9, as a practical tool. Part of the beta-test of the TOGAF9 examinations, he was certified in June 2009. Since 2007 he has combined Consulting Practice and delivering TOGAF training throughout the world.

40 years of practice in the Systems and IT across many lines of business and in many business cultures brings depth and certainty to both training and consultancy. David is CEIGT and TOGAF9 certificated and active in taking both TOGAF and CObIT forward. Known for his pragmatic approach to real-life problems, David combines the achievement of business goals with a sanguine and realistic approach.

PreterLex Ltd (July 2007 >) - Director

Provision of consultancy, mentoring, support and training to companies in many industry sectors, across the globe, in Enterprise Architecture, Vendor Management, Outsourcing, Audit Control and SOx remediation, associated Corporate Governance structuring.

Architecting-the-Enterprise Ltd (2006-2010) - Associate Trainer

  •  Trainer with substantial provider of TOGAF courses
  •  Provided TOGAF8 and TOGAF9 courses globally
  •  Provided input to the TOGAF exam beta-testing

HDNL plc (October 2008-August 2009) - Consultant

  •  Mentoring development of the EA, to TOGAF9
  •  Developing governance policies
  •  Developing their SDLC processes

Birdseye plc (January 2007 � January 2007) - Consultant (NDA constrained)

Business functions from Harvesting thru distribution thru accounting etc. in a 12 month timeframe. It was done.

Meteor Communications, Eire (October 2006 � June 2007) - Consultant

  •  Mentoring development of the EA, to TOGAF9 standard, to incorporate CObIT controls
  •  Developing governance policies
  •  Developing their SDLC processes
  •  SOx Audit remediation

MD Consultancy Ltd., Aberdeen (2004 >)

  •  Clients in the Oil Extraction, Banking, Public Sector and Palm Oil industries
  •  Providing training, mentoring and guidance in Corporate, IT and Outsourcing Governance
  •  Architecting/implementing governance control processes and supplier contract management

NGT, Solihull (August 2003 - February 2004) (NDA)

Air Liquide, Paris � I T Consolidation � Global Team Leader - Architecture(contract) (December 2001-July 2003)

  •  Implementation of Governance processes from the board to local level ensure
  •  leading an executive team of 3 to save 15% of worldwide IT costs in 2 years
  •  redesign of all communications systems

Armature Ltd, Leeds � Director of Professional Services EMEA (May 2001 - November 2001)

• International software house providing high value retail, supply chain and e-business solutions

with national-name clients in the UK, Holland, Sweden, US and Australia
• To createhigher level of professionalism with commercialism in their MultiDomain Architecture

Services organisation
• Owning a team of 40 permanent consultants world-wide: initially implementing enhanced selling

management, project planning, reporting procedures and control processes
• Post-sales account director responsibilities for major clients and involvement in delivery,

helpdesk and commercial issues for contract values in the tens of �Ms

AT&T Global Network Services NL N.V. (August 1999 � April 2000)

Global Services handles large company networks on an outsource basis providing a fully managed service necessarily remotely managing (world-wide from two centres) vast high-bandwidth networks including all software level sets and both terrestrial and space-segment hardware maintenance.

I was in the team responsible for integration of IBM transfer into AT&T in that territory � including all process, personnel and contractual novations and assignations.

This is in addition to the CER responsibilities that passed with me from IBM on sale of GNS to AT&T (see next item).

Plus, resulting from that sale: handling continuity of service provision through creation etc. of new help desks & sales and support partners in CER/CIS countries including licences, contracts etc. and for AT&T EMEA, the handling of sundry other �bad escalations� on an as requested basis.

IBM Nederland N.V. � IBM Network Services (March 1996 � Aug 1999)

Executive Responsibility for all Global Services Projects in CER (ie. Hu, Pl, Cz, Sl, Sn, Ro, Bu, Mo, Yu) and CIS (ie. Ru, Br, Uk, Az, Kz etc.). Responsible to the IBM EMEA management, in this r�le I was completely responsible for strategic development of the customer base

• sign-off feasibility and q.a. of solution sold
• strategic relationships/purchases necessary for implementation

(satellite, cable, PTT, Ministries, etc.)
  •  contracts � including payment arrangements/performance of SLAs
  •  on-going board level relationships with the customer
  •  all customer development re IT/Comms strategies
  •  the timely and to-budget delivery of complete projects
  •  process (re)engineering as necessary for operations
  •  all aspects of backup, Help-desk, security etc.
  •  provision of hard/soft support in-country & partners
  •  Implementation of inter-company Governance processes

Royal Bank of Scotland, Edinburgh, SCOTLAND (May 1993 � Feb 1996)

  •  Director of all Infrastructure. Board
  •  Integration of �taken over� banks and registrats
  •  Upgrade of Branch systems
  •  Upgrade of dealing systems

KWO Kabel GmbH, Berlin, GDR (1991- Dec 1993) - Consultant

• process the culture change from a Communist Command Economy to a fully coasted Capitalist

Demand Economy
• strategise and implement �western standard� manufacturing, administrative financial and

personnel systems;
  •  develop and implement interim hardware, software and communications strategies;
  •  develop and emplace SLAs and processes for generating and tracking conformance
  •  use of SAP (Rl2 & R/3) software with Mainframes, UNIX and PC hardware, OSI & TCP/IP, land

and satellite comms

UNiSYS Ltd (1988 - 1991) - Consultant

• SENIOR CONSULTANT/PROJECT MANAGER

adidas (U.K) Ltd. (1985 � 1988)

• UK IT DIRECTOR / N.EUROPE COMMUNICATONS MANAGER based in Manchester, Strasbourg,

Nuremberg

Tarmac Metal Products Ltd. (1979 - 1985)

• MANAGEMENT INFORMATON SERVICES MANAGER MRP & MIS

Davies & Metcalfe Ltd. (1977 - 1979)

• Manufacturers of Railway Braking and Safety equipment
• D.P. Manager - MRP & CAD/CNC in 5 factories (Europe, Australia)

J.M. Wilmot Business Consultants Ltd. (1976)

• Company doctor in the Metal Working Industry

M B H & Co. Ltd. (1972 - 1975)

• Administration Manager - Implement I.T.

Scottish Council of Physical Recreation (1970 � 1971)

• Instructor - Train clients in winter mountaineering, navigation etc.

  •  Secondary: Gordonstoun School, Morayshire
  •  Tertiary: Leeds University - Course: Colour Chemistry & Dyestuffs
  •  Leisure Interests: Walking, Climbing, Shooting, Fishing, Photography
  •  Vocational Courses: TOGAF9 & TOGAF8 certificated; CEIGT;
  •  Institute of Chartered Secretaries Parts 1 2 3: Institute of Taxation Part 1
  •  Various corporate inhouse: Management Techniques, Project Planning & Control, Marketing,       Negotiating Skills, Production Planning, JIT etc., Networking etc.