THE HOME OF THE GLOBAL SOURCING STANDARD

Management Council


CHAIRPERSON

Mark Devonshire

Mark is Vice President and the Head of Client Delivery for NTT Data Services business across EMEA and LATAM. Mark’s reputation is in managing significant Global IT services businesses; ensuring delivery excellence, motivated people, innovation and ever increasing levels of customer satisfaction.

Mark is known for driving positive change, with a proven track record of delivering tech enabled transformational change programmes in complex business environments. Previously Mark worked for Capgemini, CSC, Fujitsu and London Underground.

Mark has held several Non-Executive roles within the NHS, where he was the Vice Chairman responsible for driving the ongoing transformation and assurance of a Trust undergoing significant change.

Mark holds a degree in Electronic Engineering from Loughbrough University.


NON-EXEC DIRECTOR

Terry Walby


Terry is Founder and CEO of Blue Prism Cloud, an award-winning AI software as a service (SaaS) company whose intelligent automation platform provides a pool of “digital workers” delivered from the cloud, which not only improve workforce productivity but provide a foundation for digital transformation, allowing organisations and the people that work for them to do and achieve more.

Terry has a depth of experience in developing and scaling businesses, and in delivering innovation and optimisation both into end user organisations in the public and private sectors, and to the service provider and outsourcer community who serve them. He spent a career in leadership of technology businesses including IBM, GE Capital, Computacenter, and IPsoft before founding Thoughtonomy, and has been fortunate to have received numerous industry accolades including three awards for entrepreneurship.

His passionate belief in the power of technology to deliver business change, and a realisation that AI will change the world of work forever, led to him founding Thoughtonomy in 2013. Following several years of rapid growth, in 2018 Thoughtonomy was recognised at #11 in the Deloitte Fast 50 and #4 in the Sunday Times Tech Track 100. In July 2019, Blue Prism acquired 100% of the share capital of Thoughtonomy, with the Company being rebranded as Blue Prism Cloud.

In addition to this full time role, Terry’s experience of the service provider and outsourcing markets and a passion to drive the success of strategic partnering in sourcing led to him joining the GSA Council, where he contributes to the great work they undertake, initially chairing the working group on the impact of automation and AI on the global sourcing ecosystem, and then moving to the Management Council.

Requirements for Chair at GSA

The GSA has a full time Executive team led by the CEO. Ultimate responsibility and accountability of the ongoing success of the association resides with the CEO.

The role of Chair is a voluntary and unpaid position and therefore can be liable to rapid change if the Chair’s circumstances change. Also the role of Chair has to be mindful of the individual’s professional constraints given the full time position the Chair will inevitably hold.

The role of Chair is not that of the Chairman of an Executive Board, it is instead that of Chair of the elected Executive Council.

The Chair must be employed by a member in good standing. Given the prestigious nature of the role for both the individual and their employer it is expected that the employer is an active member and contributor to the work of the GSA.

The Chair must be duly elected by the membership on to the Council and thereafter elected as Chair from within the Council with the support of the Council. Ultimate responsibility for the appointment and ongoing role of the Chair sits with the CEO.

It is expected that at all times the Chair acts in the best interests of the GSA, maintains professional and appropriate relationships with the GSA Executive, members of the Council and membership base, acts with honesty and integrity and conducts themselves at all times in a manner consistent with the values and standing of the GSA, as per the Principles of Good Governance.

Responsibilities of Chair at GSA

The GSA Chair’s responsibilities fall into the following categories:

The Council

The Chair is not deemed to have enough time to manage the Council in its entirety, but should be fully familiar with the programme the Council is undertaking at all times and assisting the CEO in ensuring all members of the Council are fulfilling to their agreed programmes. The GSA CEO will report on progress in a written report every fortnight. The Chair can participate in any of the programmes and provide input at any time to help drive the programmes forward.

The Chair should be in attendance and active in all Council meetings. The Chair should have a dedicated item in the agenda of every meeting to update the Council on perceived progress or issues from across the Council’s work.

The Chair should be on hand to lead the Council meeting if ever the CEO is absent.

The Chair should assist in ensuring there is a quorum at all meetings and assist the GSA Executive in securing more Council members through the election process or assisting in co-opting more members on an as required basis.

The Chair should serve as the sounding board to go to if any member of the Council is dissatisfied with the Executive or vice versa.

The Chair should be responsible for reporting on the work completed by the Council in the GSA’s Annual Report – published and presented at the end of each calendar year.

The Membership

The Chair has responsibility to support the commercial success of the GSA by using his / her contacts and network to help grow the GSA, and ensuring that  Council members are fulfilling their responsibility to do likewise.

The Chair should measure and report on membership growth delivered across the work of the Council.

The Chair has the right to invite any colleagues and associates to attend any GSA events as his/her guest, with the express view of getting them more involved with the GSA – as members or partners or associates.

Figurehead

The Chair position is one of great esteem and offers excellent brand visibility to that individual. Clear guidelines therefore need to be followed on the focus on GSA’s brand over and above the Chair’s employer’s brand (as agreed in Principles of Good Governance and further agreed with GSA’s CEO whilst acting on behalf of the GSA).

The Chair should consistently be reporting across his / her network, on social media and through the GSA marketing engines, the great work of the GSA and encourage the Council to do likewise

The Chair should consistently be sharing his / her view on the future of the industry (and vital role of the GSA within that) to be published in the GSA newsletter, Sourcingfocus.com, published every other month – as well as across SoMe.

The Chair will be expected to act as a figurehead for the GSA, chair some GSA events and co-present GSA events alongside the GSA’s CEO, to include Awards and Symposium.

The Chair should be an active judge in GSA Awards

Success Criteria

The success of the Chair will be measured in the achievement of key performance indicators (KPIs), these will include;

  •  Achievement of revenue in line with business plan
  •  Recruitment of new members across membership tiers
  •  Retention and renewal of existing members
  •  Increasing profile of the GSA as measured through social and digital exposure, press mentions and digital impact assessment
  •  Achievement of positive feedback from members of the GSA through delivery of Council programmers
  •  Growth in pipeline of potential new members both nationally and internationally

Management


The GSA Chair should participate in monthly performance review meetings where the following elements of the business are reviewed:

Measurement of KPIs as above; agreed corrective actions; measurement of sales achieved against target; pipeline; member issues / resignations; Council member nominations changes and issues.

Governance

The Role of Chair will be managed across the following structure:

  • Fortnightly calls on progress of Council programmes, with CEO

  • Monthly performance review meetings
  • Bi-monthly Council meetings
  • Quarterly appearance at GSA events
  • Annual report
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