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Rory Murray

Lead BI Business Analyst & Project Manager (Contract)

*Immediately available for Contract* - Delivering change that tangibly, measurably and sustainably improves efficiency.

Belfast, United Kingdom

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Rory Murray's Email Addresses & Phone Numbers

Rory Murray's Work Experience

World-class Oil & Gas Company

Lead BI Business Analyst & Project Manager (Contract)

October 2014 to Present


Stealth OD & Training Consultancy


January 2015 to Present

Atholl Consulting Ltd

Managing Consultant

June 2002 to Present

About Rory Murray's Current Company

World-class Oil & Gas Company

The business interface for a BI project for a world-class Gulf-based energy company. Managing requirements gathering, design, development and delivery of a Design Studio project by harvesting and presenting reliable near-real-time operational data from a variety of systems, including SAP as the primary data source. The approach engages the business to define and deliver KPI based information...

About Rory Murray

📖 Summary

NOTE: If I have invited you to connect and you don't recognise me, it is because: 1) We share a large number of mutual connections, 2) You're in my location, or 3) A current project may be of significant interest to you . . . If you think it's "expensive" hiring an experienced specialist, then hire someone cheaper and see how much that ends up costing you. VALUE PROPOSITION: I conceive, implement and drive change that SIGNIFICANTLY reduces COMPLEXITY and enhances operational EFFICIENCY in ways that TANGIBLY and MEASURABLY improve PROFITABILITY, COMPETITIVENESS and client SATISFACTION / RETENTION. - Are you CONCERNED that areas of your business are under-performing, but can’t identify the root causes or solutions? - Are you FRUSTRATED at struggling to deliver products/services to agreed time, cost and quality criteria? - Are you WORRIED that systems or processes have not evolved as your company or markets have changed - holding back your people, instead of empowering them? - Would your customers and staff gladly recommend your company to friends and family. . . or not? BACKGROUND: - Highly adaptable with a proven ability to apply transferable knowledge, skills & expertise with rapid impact across diverse sectors - Defence Manufacturing, Telecoms, IT, Utilities, Oil & Gas, Government, Finance. - >25 years of experience with extensive international/multi-cultural expertise: Europe, Middle East, S & W Africa, India, USA/Canada - A reputation for delivering results that help CxOs and Senior Managers achieve significant operational improvements to organisational effectiveness, competitiveness and profitability. - Track record of building high-performance teams and managing £multi-million P&L. - Thrives in high-pressure, challenging and fast moving environments. - Natural communicator with a proven ability to engage and communicate effectively at all levels and across technical and non-technical audiences.Lead BI Business Analyst & Project Manager (Contract) @ The business interface for a BI project for a world-class Gulf-based energy company. Managing requirements gathering, design, development and delivery of a Design Studio project by harvesting and presenting reliable near-real-time operational data from a variety of systems, including SAP as the primary data source. The approach engages the business to define and deliver KPI based information in easily digestible dashboards that empower C-level, Managers and "coal-face" team members in their decision-making and provide the ability to focus pro-actively to emerging issues and trends, instead of reacting after the event. This new approach is delivering an actionable focus on savings and efficiency across many key areas of the business and tangible improvements have been delivered making the project's ROI rapid and significant. Project to date has covered KPI dashboards reporting on performance in areas including Maintenance, Supply, HR, Finance & IT and delivering deep operational insight. Initial 6 month contract now extended multiple times to end of December 2015. From October 2014 to Present (1 year 3 months) QatarPartner @ What if there was methodology to ensure your people were actively mindful of what it takes to operate at their optimum and were looking out for their colleagues to ensure the same – true TEAMWORK! The answer is – “THERE IS!” and, more to the point it was developed, tuned and proven in the most hostile operating environments imaginable . . . . it is so simple it transcends language barriers and cultures. It can also be applied over the long-term or in emergency situations where seconds count and people's health and safety are at imminent risk. Developed by a British Royal Engineer undertaking mine clearance operations in places like South America, Africa and the Middle East, it has been used to train and manage teams who spoke no English, by trainers who did not speak the local language and when interpreters were not available. Like the cat's eye and the paper clip, the beauty is in the simplicity. Applying it to your business will make a tangible and measurable difference, not just in obvious areas like risk reduction and Health & Safety, but, perhaps more importantly in the way your people do their day-to-day work, as individuals and in teams. It positively impacts every area of the business and changes peoples’ attitudes to their work in a very positive way. This means improved quality, productiveness, efficiency, staff retention, customer satisfaction, profitability and much more – could your business benefit from this approach with significant ROI? If you'd like to know more get in touch! From January 2015 to Present (1 year) Managing Consultant @ The core Atholl Consulting team are Telecoms, IT, Utilities, Energy and Security specialists who have each accrued at least 25 years of real-world, blue-chip corporate experience working for household names across the globe and our advice comes from this experience, not simply a cut'n'paste from a manual or text book. I'm valued as someone who can work with organisations as varied as Telecoms equipment manufacturers & network operators, global Internet and software companies, to engineering or national utilities. I rapidly assimilate operational information, both concrete and anecdotal, understand what’s really going on and then create and deliver technology, process and business change programmes that quickly and measurably improve operational efficiency – the perfect right-hand-man to a COO, General Manager, Technology Director, CEO, etc – able to translate vision into reality FAST! Not afraid to speak “uncomfortable truths” or do what’s necessary to get the job done, yet sensitive to politics and people, meaning they follow willingly through the change process, making them more effective, more productive, more loyal and more efficient. From June 2002 to Present (13 years 7 months) Interim Advisor/Consultant - IT & Telecoms @ Africa Matters Limited is an independent consultancy, founded by Baroness Chalker of Wallasey to provide advice and assistance to companies initiating, developing, or growing their activities in sub-Saharan Africa. Their primary focus is on building closer relationships between the private and public sector, with a view to creating strong, meaningful, and sustainable partnerships. From 2009 to Present (6 years) PMO Manager @ Building a Programme Management Office for a large, privately owned manufacturer of armoured vehicles. The PMO is responsible for everything from the configuration, deployment and global roll-out of SAP and business process change projects, to the full life-cycle design, build and delivery of high specification armoured and up-armoured vehicles for Governments, Commerce and NGOs, operating in most of the hostile Global trouble spots. A challenging role, which demands the ability to simultaneously balance conflicting operational and production demands against very tight deadlines and extremely high construction specifications for numerous $10+m projects, including every aspect of people, supply chain, procurement, finance, production and logistics that could impact the completion of a project to time, budget or quality. Reporting directly to the Group CEO and Chairman for delivering improvements in quality, efficiency, productivity and profitability across all aspects of a $300m+ operation, from conceptual design to logistics. Our product range covers everything from up-armoured family saloons and SUVs to 16+ tonne STANAG 3 "MRAP" armoured personnel carriers deployed by UN peace-keeping forces in various regions of the world. From April 2013 to March 2014 (1 year) Networker and Blogger @ Well over 90% of my income over the past 12+ years has come from referrals or recommendations from within my networks. This means I have created $millions in work for myself and others without really trying - almost by accident, in fact. Now I'm sharing that knowledge, so others can avoid time-wasting mistakes and focus on the networking and building trusted relationships that get results. From January 2012 to 2014 (2 years) Lead Solution Architect @ Managing and delivering the UK’s electrical power demands flawless management of the transmission network. My primary role was to own the re-design of the SCADA system that manages every aspect of the network from business analysis through design to delivery and in-life support. • Managing 5 Solution Architects working on diverse projects worth >£50m. • Taking BA team output and translating MoSCoW requirements into technical solutions. • Liaison between GE, the SCADA system supplier, and the NG Business on specification. • Designing a solution for 99.995% uptime for a Critical national Infrastructure project with stringent security and performance criteria matching any military grade network. From August 2012 to February 2013 (7 months) Telecommunications Transformation Strategy Consultant for NIAF @ Power Holding Company of Nigeria “PHCN” (the equivalent of the UK’s National Grid) runs a power transmission infrastructure that has been the victim of under-investment and corrupt practices for decades. As a result, power instability and outages were the “accepted” norm. I was recruited to find ways to rebuild the Telecoms network used to monitor and manage the power network through the Siemens SCADA system. • Trained a team to audit over 100 of the most critical sites in two weeks. • Implemented cellular and satellite technologies to reconnect critical sites where telecoms were unrepairable. • Implemented rolling preventative maintenance processes. • Negotiated major repairs programme with Siemens and designed repair programme. It was fascinating being in Nigeria in the immediate post-election period. From July 2011 to August 2012 (1 year 2 months) Program Manager - EMEA - Infrastructure Contract @ Built, from scratch, and then managed all aspects of a new hardware decommissioning program covering the whole of Europe, Middle East and Africa. Working on behalf of Google to decommission and remove network hardware from live datacentre environments. Negotiated warehousing and logistics contracts with a Schiphol-based logistics company. Recruited and trained engineers and support staff. Designed and implemented all systems and processes for full lifecycle handling of hardware. Instrumental in launch of warehouse management system. Day-to-day management of all staff and activities across almost half the globe. In 5 months built an operation that was cycling at least $3m/wk of equipment through the warehouse for redeployment or disposal. Savings to Google > $10m. From January 2011 to June 2011 (6 months) Shareholder and Director @ ECS is the commercial arm of a joint venture to provide strategic consulting around the setup and running of Social Media platforms and solutions and the optimum use of Social Media as a cornerstone of your client engagement strategy. The key objective of ECS is to deliver Social Media and Networking solutions into organisations in order to improve internal communications, client satisfaction, loyalty, retention and profitability. ECS recently delivered a social networking platform for an EU funded programme, bringing social networking to the Life Sciences and Health Sector to leverage the power of Social Networking to improve collaboration between Academics, Researchers and SMEs across Europe and beyond. From May 2005 to June 2011 (6 years 2 months) Technical Co-ordinator, Network & Content Delivery @ - Built, trained and led a Mountain View based team covering the US and Pacific side of a new program to implement dedicated cacheing platforms within ISP and Telco networks under the GGC program ( - Working with one researcher, undertook detailed research to identify target organisations, prepare and deliver presentations. Handled entire lifecycle from initial contact to shipping of hardware. Defined and assisted in the documentation of business processes and the development of the opportunity tracking system. - New contracts with many ISPs/Telcos which created immediate savings for Google by removing significant volumes of traffic from their servers and network. From August 2010 to January 2011 (6 months) Strategic Transformation Consultant @ Brought in to audit processes and identify ways to improve efficiency and reduce operational costs within Operations & Maintenance (O&M) from fault diagnosis to manufacturer repair. • Identified >$10m in immediate savings and >$50m in long-term savings. It was fascinating being in Lagos in the build-up to the 2011 Elections. From June 2010 to July 2010 (2 months) Managing Director @ Brought in by the management team of Europe’s largest Drupal house to help them double their operations by implementing the internal structure and capabilities to ensure scalability. • They have more than trebled in size subsequently and have won very substantial Government and corporate contracts as a result. From August 2009 to June 2010 (11 months) Social Media Strategist @ Working with the Founder of a new political organisation to define and execute their Social Media strategy for the 2010 UK General Election, after a dismal result at the European elections. In just a few weeks, with a handful of interns, Jury Team went from practically zero Social Media activity or presence (mostly negative) to being the most active small party in the elections, measured in terms of Social Media mentions and more active than all the other parties in the Alliance for Democracy put together. From February 2010 to April 2010 (3 months) Social Networking Strategist @ SpidERA is an EU funded project to bring together European SMEs, Academia and big business who are focused on Life Sciences and Health areas through the power of social networking platform. The aim is to break down barriers, build trusted relationships and accelerate business by providing individuals in this sector with the ability to connect and collaborate and to identify opportunities, funding and other ways to work closely together. From February 2007 to January 2010 (3 years) Director of Strategy @ Headhunted by a previous boss (TechMahindra and Nortel) to implement a “non-sales” model to engage a highly technical client team who consistently resisted all approaches from Account Managers. Identified way to significantly improve core network management selling £2m of consultancy in first 10 weeks • Established a “trusted advisor” relationship enabling open dialogue within the client account, leading to a very effective and profitable long-term engagement. From July 2008 to June 2009 (1 year) Operational Team Lead @ Leading teams on critical assignments for high profile individuals, corporate, NGO and government clients across UK, Europe and various hot places. Consulting on matters of security and safety. Liaising with local contacts, arranging logistics, teams, rostas, R&R and ensuring the welfare of clients, team members and their families, as required. 24*7/365. From 1990 to 2009 (19 years) Senior Business Analyst @ Providing technical consultancy and business process analysis for a number of major systems transformation programmes within Sky’s Telecoms company to enhance functionality around triple-play (i.e. Telecoms, Broadband and Digital TV), including billing and process enhancements to support new products and strategies. From March 2008 to July 2008 (5 months) Trustee @ • Founded in 1991, the CGD Research Trust ( exists: - to promote research into the cause, inheritance, management, symptoms and cure of CGD; - to provide a point of contact and support for CGD patients and their families; - to raise the profile of CGD among the medical profession and among the general public. • CGD RT also owns the trademark for the “Jeans for Genes” campaign. • The role as Trustee encompasses general governance and strategic planning/implementation for both CGD and Jeans for Genes, including involvement in transforming the “J4G” brand into an internationally recognised campaign. The objective of Jeans for Genes is to fund research into genetic disorders, working with Great Ormond Street Hospital and others. From 2004 to April 2008 (4 years) Lead Consultant @ Challenge:- Managing a number of rapid strategic OSS/BSS interventions for Wipro clients. From September 2007 to February 2008 (6 months) Lead Consultant @ Leading the work on Rel.2 for the implementation of a new Order Management System, based on Conceptwave. Focusing on "Prime Services" i.e. Ethernet, Triple-Play and related technologies. It was fascinating being operational in Lisbon during the Africa-EU Summit and the subsequent Lisbon Treaty negotiations. From November 2007 to January 2008 (3 months) Lisbon Area, PortugalOSS/BSS Solutions Consultant @ Focusing on early-stage solutions to support the MSP implementation, including the global implementation of secure protocols and other security features, Manual Bypass Tunnels, and other aspects of the MPLS core network solution to improve resilience and performance. From September 2007 to October 2007 (2 months) Strategy Consultant to Board @ Working with the Dearson management team to define ways to increase market share and re-juvinate the company in terms of goals and objectives, transforming profitability and future financial viability in the process. From December 2006 to August 2007 (9 months) Business Analyst (OneIT) @ Challenges:- Managing a large number of rapid feasibility projects from across BT’s Lines of Business, typically taking 4-8 weeks per project to delivery “Go/No-go” recommendation and high-level strategies. Actions:- In each case, understand the symptoms/issues/opportunities and build a team of subject matter experts from across the business to explore and understand the roots causes and potential solutions. Then create an iterative approach to address the requirements, create a report with sign-off from the various contributors and present it back to Management with recommendations and a business case, addressing legal/regulatory, technical, market, product, competitive and other constraints/considerations. Results:- Conducted numerous studies, process re-engineering solutions, new product feasibilities and strategy documents, some of which were published as industry consultation documents. Responsible for migrating number portability out of BT Retail into Openreach, a range of xDSL products/services and for saving BT £m’s on DACS removal and field-force efficiencies. Papers written include Broadband Line Access and IRS for FTTP From March 2005 to April 2007 (2 years 2 months) Transformation Consultant @ Challenge:- Create a design and transformation roadmap for a single cohesive, fully integrated OSS/BSS system stack for the entire business, harmonising 3 stove-piped businesses – Voice, Data and Mobile. Actions:- Managed a team of 12-15 Indian Subject Matter Experts, auditing all existing systems and processes across all three lines of business, which were being operated as independent “empires”. Reorganised the SME teams and the client workshop schedules maximising time and focus, whilst reducing impact on clients’ teams. Rewrote work plan to give incremental steps that could be measured / reported and mentored SMEs on interview/workshop techniques to optimise quality of information gathered. Results:- Delivered entire program on original schedule, despite three weeks lost prior to my arrival. All deliverables signed off and agreed. Invited back to lead the initial implementation of the plan and give the program momentum – spent 9 months commuting between London and Manama to mentor Batelco staff. From November 2005 to November 2006 (1 year 1 month) Chief Technical Officer @ The Omneta team built a prototype supercomputer cluster that was proven capable of operating on either a distributed or consolidated basis, across multiple sites and even different countries to offer high performance computing (HPC) on a flexible job or time-based charging structure. The interconnected infrastructure made compliance with local laws possible, where necessary, whilst the distributed nature allowed vast processing power to be undertaken securely, with no single point of failure. The concept was proven both technically and commercially, but second stage funding proved difficult secure on attractive terms in the necessary timescales and our technology partner failed to uphold their end of the bargain on hardware supply and support, so the project was shelved. From 2005 to 2006 (1 year) Solutions Consultant (Interim) @ Techmahindra (prev. MBT) provide a large proportion of off-shore software support and development for BT’s complex multiplicity of OSS/BSS solutions. Created and led a Solutions Consulting/pre-sales team, owning numerous significant business opportunities across BT’s 4 main Lines of Business, including: • Business Development, Pre-sales and Bid-management activities • Designing and promoting the use of a new engagement model for the MBT/BT interaction to move from a tactical and reactive approach to strategic/proactive engagements. From March 2004 to November 2004 (9 months) Feasibility Consultant - Exact @ BT Exact Technologies London 3 Months Feasibility Consultant – Contract Role • Undertaking and managing feasibility studies across multiple technology areas within BT, to establish the commercial/technical/regulatory viability of the propositions. • A typical study involved matrix-management of specialist teams to examine OSS/BSS, technical, procedural, financial, legal and regulatory factors and then collating/producing a final report detailing the findings, the options and the recommendations for further action based on the risks, issues and benefits found. • Designing/defining business/commercial and technology strategies and providing recommendations for the way forward to assist Executive decision-making. From December 2003 to March 2004 (4 months) Interim Project Manager @ UK Government, DEFRA London & York 3 Months Interim Consultant Project Manager – Contract Role • Created the recovery strategy for a failing project, within a flawed financial governance renewal programme for DEFRA, based on Oracle 11i • Took interim control of the turn-around strategy for the Project until a permanent owner was in place, liasing with multiple teams, departments and reporting lines • Implemented Prince II and OGC Gateway principles and processes within the project From September 2003 to November 2003 (3 months) London, United KingdomGeneral Manager & IFMIS Programme Manager @ General Manager and IFMIS Programme Manager • Designed and implemented a rescue strategy to deliver a new CODA financial system for the Malawi Government, on behalf of the World Bank, as part of a $12.6m IT programme. • The project had stalled after over 3 years of little progress and was already $millions over budget. The solution was redesigned, re-implemented and operational after less than 10 months. It was fascinating being in Malawi in the lead-up to the 2004 General Elections. From August 2002 to June 2003 (11 months) Directeur de Marche, Europe du Sud @ Nortel Networks Paris Jan 2001 – May 2002 Directeur de Marché - Southern Europe • Leading a number of strategic Business Development and Technical engagements with major Telco’s, vendors and Channel/SI Partners across southern Europe, focussed on Integrated OSS/BSS solutions, to meet a variety of leading-edge functional requirements • Managing multi-disciplinary sales and pre-sales teams in different countries and time zones to maximise the value, functionality and win-probability of all opportunities Nortel Networks London Jan 2000– Dec 2000 Market Development Manager - Serviceware Solutions • Leading technical and commercial engagements for named major accounts including: France Telecom, Telecom Italia, KPN and all their global joint ventures, as well as selected European BT JVs – 75% of time spent travelling and working across Europe. From 2000 to 2002 (2 years) Key Account Manager @ Managing key accounts for large-scale technology implementations. From 1999 to 2000 (1 year) Product Manager @ Facit designed and built innovative telecoms products and I was UK Product Manager. From 1998 to 1999 (1 year) Business Development Manager @ Planet was started from an inhouse IT department and grown to a company worth around £15m in 3 years, with clients including the MoD, CAA (Air Traffic Control) and numerous other well-known names. A system we designed and installed was directly responsible for UN Resolution 1441 against Saddam Hussein's regime. From 1995 to 1998 (3 years) London, United KingdomTeam Shackleton @ Mountaineering, canoeing and ice-climbing lunatic! From 1983 to 1984 (1 year) Norway Rory Murray is skilled in: Strategy, Telecommunications, IT Strategy, Program Management, Business Transformation, Management, Business Strategy, Business Process, Entrepreneurship, Solution Architecture, Change Management, Business Analysis, Governance, Start-ups, Team Management

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Rory Murray works for World-class Oil & Gas Company

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Rory Murray is Lead BI Business Analyst & Project Manager (Contract)

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Rory Murray's Personality Type

Extraversion (E), Intuition (N), Feeling (F), Judging (J)

Average Tenure

2 year(s), 2 month(s)

Rory Murray's Willingness to Change Jobs



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