At governance body the FCA, Gareth Lewis wants to get his hands on all the data he can and analyse it to determine whether regulated businesses are leaving UK consumers out of pocket.

Job title
CIO FCA.

When did you start your current role?
November 2009.

What is your reporting line?
To COO.

Do you meet with and discuss business strategy with the CEO every week?
No.

Are you a member of the board of directors?
No.

What other executive boards do you sit on?
Non-exec director, UK Hydrographic Office.

Does your organisation have a CDO?
No.

What non-technology responsibilities do you have in the organisation?
Change delivery of all major programmes across the business. This amounts to some £100m+ (peaked at £123m in year of demerger of PRA from the FSA).

How many employees does your organisation have?
3,500.

How many users does your department supply services to?
Entire company plus shared services to the Bank of England. Approximately 5,000 in all. Some data exchange with other European countries and central Euro bodies.

How do you ensure that you have a good understanding of your business and how your customers use your business's products?
Multilevel engagement fronted by the relationship management team. I and my senior leadership team sit on all business change programme board and on policy and other committees. Regular meetings with executive committee and other director levels as well as more junior staff.

FCA technology strategy and agenda

Is your organisation being disrupted by the internet, mobility or technology-oriented start-ups?
No.

Are you empowered by your organisation to disrupt from the inside?
Yes.

Describe a disruptive measure you’ve led or played a major part in
Leading pan-European development of platform to address Mifir requirements for UK and euro regulators.

Sat on consumer credit programme board. This programme was a combination of an acquisition of the consumer credit group from the OFT, followed by a re-engineering of the regulatory regime to address consumer credit issues within the UK. The underlying tech platform won best cloud services project in the recent UK IT industry awards.

What major transformation project has been recently completed or is under way at your organisation?
Consumer credit programme (see above).

What impact will the above transformation have on your organisation?
Introduction of 50,000 new firms in the consumer credit business into the regulatory perimeter. The organisation will add a further 350 people for a period of two years to take on this population.

How has your leadership style contributed to the outcomes of the transformation project?
Ensuring excellent working practices through an agile approach, requiring close working with the business operational and policy teams. It's all about the right collaborative working relationships!

What key technologies do you consider enable transformation?
Many, but in the case above it was Saas integrated with key UK-based systems to ensure privacy of data.

Are you increasing the number of cloud applications or infrastructure in use at your organisation?
Yes.

What is your information and data analytics vision for the organisation?
More Saas, where we can use standard applications to provide service. More ingestion of both structured and unstructured data, combined with data we collect already, to closely target the front-end supervisory resources to determine whether consumer detriment may be occurring within regulated firms. Analytics-driven initial experiments have proved insightful and we are building on these.

How is mobile and social networking impacting operations and customer experience?
Mobile is not applicable for us.

With social, we are already using social analytics to determine how our messages are landing in the media, and mining specifically for analysis to provide insight to supervisors for major firms (Barclays, RBS, Lloyds, etc).

Describe your strategic vision towards shadow IT and BYOD. How do you influence and engage executives and employees around choice?
Shadow IT. We have some. They eventually come back to us as security forces it or they mess up, so we are helpful and have a productive discussion with the users. It's hard to hide from the need to connect to the network.

BYOD. We already have limited deployment of email to directors and heads of department for Android and Apple devices. This is likely to replace the Blackberry estate in the next two years.

What strategic technology deals have been struck and with whom?
Oracle, Salesforce.

Who are your main suppliers?
Oracle, Salesforce, Fujitsu. Cap, Steria, Cognizant, Syntel.

FCA IT security and budget

Has your organisation detected a cyber intrusion in the last 12 months?
Yes.

Has cyber-security risen up your management agenda?
Yes.

Does your organisation understand the potential cyber-security threats it faces?
Yes.

Has this led to an increase in your security budget?
Yes.

What is the IT budget?
£185m.

How much is the IT operational spend compared to the revenue as a percentage?
20%.

What is the strategic aim of the CIO and IT operations for the next financial year?
Cost reduction!

Are you finding it difficult to recruit the talent you need to drive transformation?
No.

Has recruitment and retention risen up your agenda as a CIO?
Yes.

Are you looking for recruits in the EU to fill the skills shortage you have?
Yes.

Does your IT organisation operate an apprenticeship scheme?
No.

FCA technology department

How would you describe your leadership style?
Open, collaborative, driven, tough.

Explain how you’ve supported and developed your senior leadership team to support your overall objectives and vision
Gartner executive programmes for some, groupwork for the whole team on team dynamics and leadership. I sit on the FCA leadership advisory board, which has developed an 18-month leadership course for the whole senior leadership team of the FCA delivered in conjunction with the Said Business School. I also sponsor a stream of the recently launched MSc in regulation delivered with Henley.

Various team members have spent time in business roles (running departments), and on secondments externally (Accenture).

This combination of business, technical and relationship development is combined to provide the basis for insight on both developing the corporate vision and supporting it.

How many employees are in your IT team?
About 250 plus up to a further 150 contractors.

What is the split between in-house/outsourced staff?
About 400 in-house, and a further 800 outsourced, ie 1:2.