Consulting organisation Capita is involved in many public and private sector organisations and healthcare is one sector undergoing rapid change in the UK. Capita, is a business process outsourcing (BPO) and professional services company. Capita provide back office administration and front office customer contact . IT leader:Craig Ambler, CIO. In role since:CIO since February 2012, head of IT overall for over five years. Reporting line:CEO. How often does the CIO meet with the CEO: Weekly. Board level seat:Yes. IT budget:10% of company turnover is spent on Operational & Transformational IT. IT estate and or number of log on accounts under the control of the IT leader: 2,000 users in the organisation of which all have log in accounts. IT staff currently employed:55. Split between in-house/outsourced staff:At the moment 60% in house, 40% external. IT management team and reporting structure:Five heads Of reporting to myself, plus an Enterprise Architect. They of consist of: Head of Business Change. Head of IT Engagement. Head of Change Delivery. Head of Service Delivery. Head of Demand & Management Information. Primary technology platforms at the organisation:CRM. Primary technology suppliers:Microsoft / SAP. Significant strategic technology deals struck in the last 12 months: Deploying my CIO Roadmap which is focused on a single CRM for the five main business units within the organisation, working with CIBER a partner to Microsoft in the UK for CRM development. Percentage of your applications/infrastructure run from the cloud:5%. Major technology or transformation project recently completed and how did it transform operations, customer experience or the organisation: Delivery of a Health Risk Assessment tool for use by companies employees as part of an overall organisational health experience allowing users to complete a series of root and branch questions either on the internet via PC, iPhone or iPad with the ability for the business to create and workflow into live any changes to the questioning with light touch from the CIO team. Business transformation programme – beyond technology – that the CIO owns or is a major contributor to:All change, whether it be business change or technology change, is conducted via my teams. This year I have had significant influence in the organisational design, growth plans and operational performance as well as defining a transformational roadmap. Strategic aim of the CIO and IT operation for the next financial year: Enhanced service resilience, enhanced management information framework and a virtualised workforce. Strategy in the use by employees of their own technology, use of mobiles and how social networking is impacting operations, customer experiences or the organisation: We are starting to encourage BYOD, we are using corporate social media as a ways of collaborating and communicating within our organisation as I believe that there is becoming a thinner line between personal and corporate social interaction. Strategy for dealing with shadow IT and BYOD including influence and engagement with executives, to place the right controls around employee choice: We are starting to bring these discussions into play but from an angle of efficiency and cost savings. Technologies being considered to enable transformation:Mobile development, BI Tools, CRM. Transformational inspiration sources: From within the Health & wellbeing sector. From networking with fellow professionals. From understanding what’s happening outside my business sector. From attending conferences and shows to understand what’s out there at the moment and how that can drive business growth within. From innovation days within my teams.