Sam Ferguson is a senior IT management consultant with experience managing projects for clients in aviation and financial sectors. He has over 20 years of experience in software development, project management, and consulting. He is seeking new opportunities and provides his contact information, educational background, employment history highlighting his experience, and examples of projects he has managed.

1. Curriculum Vitae
Name: Sam Ferguson
Address: 3 Station Court
Glengarnock
Ayrshire
KA14 3AN
Home Phone: 01505 702291
Mobile Phone: 07874 958964
Email: sam-ferguson@live.co.uk
Background
I was recently employed as a Senior IT Management Consultantwith Lockheed Martin based in Glasgow.Initially I
was taken on as a ProjectManager by Amor Group, later acquired by Lockheed Martin,and mainly workingin the
aviation industry.Duringthe firsttwo years it became apparentto Amor that due to my technical background,I
would be better placed as a consultantprovidingpre-salessupport,design and technical architecturehowever, I
also continued to provide projectmanagement, staff mentoring and internal development to Amor/Lockheed
Martin.
I had been with my previous company for over 10 years and began my career as a developer specialisingin SQL
Server (6.5 to 2014) and Visual Basic / C#. As the company grew in size, I progressed to a Team Leader position and
then to a Project Manager level. I continued to utilisemy core skillsbutI have also supplemented these with other
projects usingMicrosoftSharePointserver (2003-2013),MicrosoftCRM (3.0, 4.0 and 2013),MicrosoftBizTalk
(2006 and 2009) and Silverlightdevelopment.
I am a professionally certified ProjectManager and run a team which varies in sizefrom 3-10 people to deliver
high-quality softwareto our clients.I have been heavily involved in pre-sales activities includingpresenting new
technologies at events with up to 50 potential clients present.
Education
Institution Dates Qualifications
Johnstone High School 1985-1990 7 O’ Grades, 4 Highers (English,Maths,Accounting,
Chemistry
University of Paisley 1992-1995 Bachelor of Science, Software Engineering.
Employment History
Employer Dates PositionandDuties
Newstel Information 1997-1999 Senior Developer. Team leader, development (mainly C++ and
PDP). I worked in this telecoms company as a lead developer. At
the time, there was no real leadership of junior developers and I
was brought in to help mentor and supporttheir progress as well
as improvingthe overall performance,quality and delivery of
clientprojects.
Wrox Books 2002-2005 Author and technical reviewer. I contributed chapters and case
studies to three books on SQL Server and XML and technically

2. reviewed a further four books in my sparetime. The reason I
decided to do this with very limited time was to gain additional
experience that allowed me to reinforcethe reasons for me being
a technical lead as well as a man manager.
API Software 1999-2011 Developer, consultant,team leader, servicemanager and project
manager. Initially,softwaredevelopment but progressed to team
leadership,projectmanagement and management consultancy.
I have spent the majority of my professional career atAPI and I
started at the company when there were only two additional
developers. The company now employs over 30 developers and I
managed between 3 and 10 of these.
Duringmy time at API, my main customers were in the financial
sector. Some of my clients were JP Morgan, Barclays,MAN
Investments, Lloyds TSB, HBOS and FirstRate. Some of the
projects I worked on with these customers are highlighted in the
project experience section below.
As with any managerial position,my main duties were to ensure
delivery of projects on time and at the required quality,mentor
and progress staff under my line, and to ensure the direction staff
are takingtechnically isin linewith company strategy.
I am a member of the Management Team and we have monthly
meetings to provideupdates to the board and align team goals
with company KPI’s.Recently, this has revolved around financial
metrics due to the economic situation,but is again startingto
move back to a more product/serviceoriented goal base.
In terms of staff development, I conduct quarterly reviews of my
team which reviews progress againstthe goals and targets set at
the main annual review and identifies actions where necessary to
get these back on track whilenoting the reasons behind the lack
of progress.Most of the goals and targets are identified through a
CORE review which reviews individualsagainstcoreattributes
includingreliability,commitment, quality and
technical/commercial awareness.These drivethe company
forward and areused to assistin the grading,allocation and
improvement of employees. Based on the results of this
evaluation,I would sitdown with the member of staff and work
with them to produce a personal development plan.This plan is
key to the goals and targets of the individual and area key
component of the followingappraisal.The main concern for me is
to ensure that the personal development plan is in linewith
corporate direction and that the development is not overly
focussed or mis-directed.
Man management is also a significantpartof my role. The main
responsibilitiesfor this aspectaremaintainingfocus,ensuring
commitment and handlingdifficultinterpersonal situations
should they occur.Most of my team will behappy to put in extra

3. hours or work away from home if I ask them as they can trust me
that this commitment will be rewarded whether that be
additional holidays,financial or social.
I also haveto manage resource allocation,budgets,utilisation and
profitability as partof my presentation to the board on a monthly
basis.Thesecontribute to my personal KPI’s and I amreviewed
againstthese by the board and have to answer or justify any
failures to meet expectations.
I am actively engaged in process improvement not justin my
team but throughout the company. This may resultin
streamliningexistingprocesses,the creation of new processes or
initiativesto improve morale and companywide
communication/integration.I highly valuethe team concept and
believe it is essential thattrustis shared and that employees are
as happy as they can be in the workplace.
Amor Group / Lockheed
Martin
2011-Feb
2016
Initially employed as a ProjectManager I managed up to 12
concurrent projects,mainly with the National Air traffic Services
(NATS) and regularly worked onsite in Southampton in order to
manage projects, customer teams and identify further
opportunities to expand the account. In addition to NATS, I
worked with CAA, UK Border Force, BAA and Education Scotland
mainly as a ProjectManager but also as a Consultantand Senior
Developer depending on the needs of the project.
Whileworkingon one of the many bid-work projects I was asked
to engage with, it became clear to Senior Management that I may
be more profitableto the company as a Consultant.One of the
main pre-salewins I secured was with NATS to providea
SharePointbased application for safety management. This was a
£2M project and we were up againstHitachi Consulting who
were already engaged with the customer, as well as other
providers and as I was the only employee with Microsoft
SharePointand Business Intelligenceexperience so I had to run
this bid on my own. Lockheed Martin won the project and this is
still ongoingbuthas expanded to a much larger project due to
suggestions of further improvements identified by both myself
and other Lockheed Martin employees.
ProjectExperience
ProjectType Details
Investment Bank – Financial
Reporting
There are a number of components to this projectwith JP Morgan
which is still on-going.Firstly,there is the General Ledger which
required a great deal of management consultancy,usingmy previous
experience and knowledge of the financial sector.The main outputs
from the ledger piece are financial reportingincludingtrial balances,
balancesheets and P&L reports. Secondly, there is a clientmoney
component which segregated off part of the ledger specifically for
clientmoney reporting and calculation of clientmoney liability in line
with FSA complianceregulations.Finally,there is a reconciliation

4. requirement usingmy company’s product called AutoRek. This again
involved a great deal of consultancy around ensuringthe integrity of
the reconciliations was maintained and that the reporting of
reconciliation positions(such asageingprofiles) werefit for purpose.
The firstphaseof this projectwas scheduled to go livein mid-
November and this was delivered on time and within budget. The main
skills I used on this projectwere management consultancy,project
management, all aspects of SQL Server and C# (for an add-on to the
existingproduct)
Investment Managers – Various
projects
We were firstengaged by MAN Investments to providea data
warehouse with analysis capabilities.Theproblem domain was
understandingthe valuation of assets under management, as well as
providingdetailed visibility of outgoings such as broker commission
and forecastingrevenue. We used SQL Server to store the data
warehouse , SQL Server Integration Services to providethe ETL and
SQL Server Analysis Services to providethe model which was used to
providethe analysisrequired.We used an existingweb based tool to
providedefault reports and queries which could be reused on a daily
basis to review the status of the business and a series of KPI’s which
gave management an intuitivepictureof the performance of the
business againstcritical metrics.
Due to the success of the previous project, we were engaged to
providea system that allowed the complianceteam to review
potentially fraudulenttrades.There were two parts to this project,the
rules engine which would be used to run configurablerules across
trades and identify suspectmovements and a web based front-end for
the complianceteam to review, workflow and act on the results of the
automated identification process.
Both of these projects were delivered on time and within budget. The
key skillsused on these projects were management consultancy,
project management and all aspects of SQL Server.
Internal Project This projectinvolved the creation of a customer portal which would
allowsupported customers to securely log in and review the current
status of their supportcalls,reviewreports on SLA performance,
monitor task lists,makesuggestions and watch tutorials or review
knowledge bases.The portal was builtusingMicrosoftSharePoint
2007 and utilised a data warehouse which sourced information from
MicrosoftCRM, MicrosoftExcel and a bespoke time entry system.
Reports were integrated into the SharePointsites and rendered using
MicrosoftSilverlightto providea rich user experience. There are now
more than 30 customers usingthe portal to raisesupportcalls,track
progress,undertake self-servicetrainingand interrogatethe
knowledge base to resolvecommon problems.
Internal Project To providean internal SharePoint2013 environment with Project
Server 2013 to provide a demonstration environment that could be
used for both internal and external demonstrations to potential users.
This also included customreports and integration with Team
Foundation Services (TFS). An additional element of this projectwas to
integrate data from Dynamics CRM, Sales Force, Excel, Agresso and
various other data sources to provide a consolidated viewof the data

5. and a singlesourceof quality data.
Other Information
I am a Prince2 Certified practitioner and a MicrosoftCertified Software Developer (MCSD). When I was younger I
was a keen swimmer and won the Scottish Championshipsand captained the Great Britain swimmingteam at the
European Junior Championships in Dunkirk.
Interests
My main interests outsideof work are swimming,golf, watching football and films.