Colin Rees has been head of IT at Domino Pizza for three years and was a business technology leader with easyJet.

Domino's Pizza Group is a wholly owned subsidiary of Domino's Pizza UK & IRL plc which is quoted on the London Stock Exchange. Domino's is the UK and Ireland's leading pizza delivery company and holds the master franchise to own, operate and franchise Domino's Pizza stores in these markets

When did you start your current role?
September 10

Have you completed an MBA?

Order the following sources of advice/information by value to you:

  1. Peer Group
  2. In-house
  3. Analyst 
  4. Vendors
  5. Consultant

Technology strategy and spending

What is the major transformational IT project that has been recently completed, or is underway at your organisation?
Currently involved in an E.R.P implementation using Dynamics AX.

What impact will it/does it have on the organisation?
It is going to transform the way the whole company works, currently the business operates as a number of silo's. We are using the E.R.P. as a catalyst for business change we will develop business processes which span each part of the business. Benefits will be reduced costs, improved controls and much better management information.

What new strategic technology deals has your organisation struck and with whom?
The deal isnt quite signed yet but we are about to sign a deal with an up and comming BI vendor for a new BI tool. This isnt a BIG data deal this is a geographic information system which will allow us and our franchisees to develop much more insight into who our customers are and where they are ordering from.

Name your strategic technology suppliers?
Dominos US

IT operational spend compared to the revenue or company turnover as a percentage?

What is the strategic aim of the CIO and IT operations for the next financial year?
Drive efficiencies in the corporate business using E.R.P. as a vehicle for business change, help our franchisees win the market place by providing the best tools and management information and develop our online presence into a true multichannel experience with the introduction of a new website.

Transformation achievements

Would you describe the CIO role as a transformation leader in your organisation?

Describe the transformations you have led / been involved in, how did they transform operations, customer experience or the organisation?
Key transformations which I have been involved in are :

- Transitioning the business from traditional 'bricks and mortar' to a true eCommerce business with over 50% of all sales now coming from our website and mobile platforms.

- The creation of a center of excellence for BI and reporting, this shared service center has improved the quality of decision making and analysis helping the business understand which promotional activity delivers the best benefit for both us and our franchisees.

- The introduction of a corporate project office which is introducing best practice into the running of our top 10 strategic projects.

- Internationalisation of all of our systems which has enabled our expansion into Switzerland and Germany.

Beyond technology, can you describe a business transformation programme that you own or contribute to?
- The development and introduction of a 'balanced scorecard' for the business, providing greater visibility of the overall performance.

What percentage of your applications / infrastructure is run from the Cloud?

How is the use by employees of their own technology, use of mobiles and social networking impacting operations, customer experiences or the organisation at present?
There are both positive effects and challenges, in terms of the positive effects we are seeing our franchisees use phones and tablets to manage and monitor their business using a real time reporting system which enables them to monitor the operational performance of their stores. The challenge is the potential legal issues particularly around data security.

Do you have a plan in place for how to deal with shadow IT and BYOD. How do you influence and engage executives, place the right controls around employee choice and engage with the organisation on this issue?
We see shadow IT as an opportunity and try and encourage it to be used adding controls only where necessary to ensure that it meets standards. The board is influenced by a constant dialogue and by highlighting specific issues as they arise.

Where do you seek transformational inspiration from?
I love to read and find inspiration from a wide variety of sources, hearing of someone who has taken a risk and seen it pay of really drives me.

The CIO role in the business

Who do they report to?

Does the CIO have a seat on the board?

How often do you meet with the CEO?

Does your organisation have a digital leader and what is the difference in their responsibilities to yours?

What percentage of IT budget do you control and what percentage of IT budget does your digital peer hold?

The IT department

How many staff make up the IT team?(What is the split between in-house/outsourced staff)
75 (5 outsourced)

Describe the CIO’s management team, do you have direct reports that develop the relationship and services between the business and IT?
The management team is split into service delivery, development and then I have heads of department covering our franchisees, corporate business and eCommerce. These heads drive the demand side of IT and act as relationship managers between the business and IT

How many log-in accounts do you issue across you organisation?

What is the primary technology platform?
We are Microsoft based currently running on bespoke systems but moving to MS dynamics AX