Dr Paul Curtis
   

Paul has a varied background starting in the academic world studying Theoretical Chemistry.  He then moved into the defence industry building software simulations of electronic warfare systems.  In 1988 he moved to the US and sold and supported large software simulations for modelling defence systems to the US government.  In 1991 Paul returned to his home island of Jersey and took up a role as the sales director of the largest IT company in the island, Itex, where he managed a team of 25 client facing staff.

Paul's career took another turn in 1996  when he moved into running a new joint venture business with the Financial Times Group to build software that could deliver financial data to financial institutions around the world.  This role involved managing a software development team based in Jersey, several locations in the UK and in the US. The team also included computer systems experts, networking staff and sales and support executives.

Paul was part of the European management team with a focus on product development.

In 2000 the Jersey joint venture was acquired by a NASDAQ listed corporation, Interactive Data. This was the first of several acquisitions that Paul was to experience over the coming years.

Paul finally left this business in 2016 after one final acquisition, having grown the revenue from approximately $ 10 m in 1996 to over $ 150 m when he left.

Paul was also a non executive director of a local technology business for some 12 years.

The experience Paul gained over the years was was wide and included many skills that are central to modern businesses:

  • Product Development: largely based on client feedback, understanding the industry and “client pain points”.

  • Production management: this is often overlooked as part of running a business and involves ensuring that “things keep on working” whatever happens.  This leads to Quality Initiatives such as Problem and Incident Management, Continuous Improvement, Capacity Planning i.e. ITIL.

  • Business and system continuity: automatic failover, defence against attack, loss of facilities or interconnections.

  • Change was ever present - the systems evolved from software built on 1980s technology to the most modern big data systems, without impacting the services delivered. Managing that sort of change is not straightforward - even getting the intricacies of software licences to align can be hugely complex and requires much planning and testing.

  • Budgeting and financial reporting:  How to do this whilst growing and changing at the same time.

  • Inspiring and motivating key staff.

  • Compliance and regulation:  The business was subject to a huge number of regulations as a Jersey company with UK and US owners, delivering critical services around the world. The Company was therefore subject to both government and financial regulation through bodies like the FCA and the SEC.  Paul was a member of a small team led by his colleague Norman Laverack who developed all policies, procedures and evidence gathering required and to satisfy the internal and external audits that followed.

  • Business Continuity and multisite “always available” systems.

  • Building tool sets for support staff that work and improve efficiency.

  • Process improvement - asking why many times.  Finding out what staff do and why leads to an understanding of the reality of how processes work.  Paul’s experience is that many are broken, or unnecessary, error prone or inefficient. Great benefits can be gained by focusing staff on valuable work and automating the rest.  Robotic Process Automation looks like the way forward.

It is this experience that we are offering.

Dr Paul Curtis

Email paul.curtis@salboa.com

+44 (0) 7797713032

 


 



 
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