Vladimir Cordier

– Pivotal member of the IT Leadership team, directly reporting to the Group CTO, responsible for establishing DFDS Tech M&A team & developing repeatable processes from inception (PMs, BAs, Tech Architect, IT M&A Playbook and Blueprints), facilitating effective prioritisation and seamless IT integration of both backlog and prospective acquisitions/divestments across Logistics/Ferry divisions – Collaborating closely with DFDS (14,000+ FTEs/£3.1bn rev.) CxO management and acquired entities, encompassing 17+ IT workstreams (IT Infra/Cyber, SAP to D365 ERP, HR, CRM, Data, Change Mgt, Transport systems, Integrations,...) on end-to-end IT Integration of FRS Iberia (£135m rev./300 FTEs) and Ekol International/Turkey's largest logistics company (£470m rev./3,000 FTES/1,000 trucks, 3,500 trailers, and 200,00 m² warehouse space), overseeing budgets > £5m & TSA exit management – Ensure costs, synergies, dependencies, risks & complexity are understood as early as possible – Achieved compliant-delivery to time, budget and scope, enhancing maturity in processes, providing greater accuracy (cost & timing estimates), securing £m IT budgets, expediting teams' mobilisation, delivering quick-wins, enhancing visibility, and providing better risks and technical fit assessment; ultimately uplifting the IT profile and reinforcing team confidence

– Part of the UK senior management team, rendering M&A advisory services to mid-cap and large European corporate & PE clients, focusing on technology. Supported by the firm 4,200 employees across 24 countries, contributing to business development and practice growth – Guided CxOs with their M&A and strategic technology portfolio transformation initiatives – Delivered value creation insights and identified levers, including IT Strategy, revenue enhancement, cost optimization, risk avoidance, RPA/automation opportunities and operational improvements – Spearheaded technology transformation programmes within an M&A context, including measurement of organizational readiness, digital maturity assessment and benchmarking, as well as IT roadmap design & costing – Provided to both buy-side and sell-side clients, pre- and post-deal M&A direction, overseeing pre-deal situation evaluation, assumptions, costs and risks, Day-1 readiness, TSA management & exit planning, transition to the standalone perimeter, IT IMO, Playbook & Blueprint design

– Delivered specialist expertise across a wide range of advisory and hands-on delivery projects within GT Deals, Enterprise Applications, Technology Transformation and Restructuring service lines – Developed vendor/buyer IT and Cyber Security DD (Due Diligence) and IT Separation/Integration Blueprints, for industry & PE (Private Equity) cross-border clients, assisting them in identifying standalone, transition, TSA costs and timelines, alongside risks and synergy opportunities – Oversaw Oracle ERP upgrade for a leading building material producer, including management of onshore/offshore DevOps teams – Facilitated the establishment of a Data Lab MVP (Minimum Viable Product) for a global Telco provider, employing SaaS AI enabled software, Cloud & Data Visualisation to achieve £1m in billing savings through reconciliation automation – Directed multiple "troubled" digital transformation implementation programme reviews (ERP/CRM/BI/Web) for media, insurance & public clients, including "crisis-management" meetings and delivery of recovery plans

– Engaged by JLL EMEA IT senior leadership (CIO) to overhaul a live/failing in-house ERP software (21K invoices/€700m revenues/500 end users) deployment programme across 14 countries, plus MS Dynamics Navision deployment at a recently acquired company and IT/cyber security compliance – Responsible for 10 JLL staff management & working with acquired business EMEA CEO/CFO/COO, and JLL EMEA IT, Product Manager, NTT 3rd party IT partner, Finance & Compliance (including 3rd party & in-house Scrum/development team and Finance centre of excellence teams across Poland and India) to identify and rectify programme governance, processes, staffing and budgeting issues

– As part of Wireless Logic EMEA (backed by CVC Partners) acquisition of SIMService Denmark, crafted & executed the integration blueprint of SIMService on behalf of Wireless Logic CEO/CFO/CIO/CRO, both companies being M2M/IoT MSP leaders (Internet of Things Managed Service Provider). Marking the first of many successful EMEA acquisitions for Wireless Logic – Facilitated leading senior management workshops, defining and implementing Day 1 communication, Day 100 integration plan, Go-To-Market Strategy and overseeing 40 projects across 10+ workstreams – Achieved consolidated finance reporting within 1 month; platform cross-selling/new revenues within merely 4 months, bringing client's SIM cards under management to 2 million

– Following the successful acquisition of Sharp Home Appliances £50m business by Vestel, engaged by Vestel Managing Director EMEA to turn around and lead the integration into Vestel Europe operations across Eastern Europe, UK, France, Germany & Benelux – Involved in stock transfer, overseeing 3rd party suppliers/clients/supply chain/tax/support processes and systems interfaces/design changes, new & existing ERP integration (SAP/EXACT), and staff on-boarding – Resulted in the acquired business commencing trading within only 2 months