Kelly Olsen’s asset management solution has allowed better value to be driven out of the NHS property estate, ensured fit for purpose facilities, and enabled strategic decision-making to be undertaken that aligns with government policy. Her implementation of a capital projects solution has permitted capital spend with full auditability. And her rationalisation of over 200 legacy apps into under 10 strategic solutions has saved millions.

Full name
Kelly Olsen

Job title

How are you influencing the products, customer experience and services your organisation offers to its customers?
Our production of strategic estate plans driven by validated estate data held in our asset management solution for Clinical Commissioning groups help them drive better value out of their estate, ensure fit for purpose facilities for often high need areas and make strategic decisions that align with government policy like the NHS Five-Year forward View.

Define the key business outcomes that you have delivered over the last 12 months and their impact on your organisation’s performance

  • Implementation of the asset management solution – ability to manage & view all properties including lease data, CAD plans and customer activity in one place.
  • Implementation of Capital Projects solution – allowing us to manage the NHS capital spend with full auditability.
  • Development of the overall customer strategy programme including multi-channel contact centre.
  • Rationalisation of legacy apps (more than 200) across facilities management into less than 10 strategic solutions (ongoing) – several £m saving.

What has been your involvement with innovation at your organisation – in particular, with products, business model and technology – over the last 12 months?

  • Development with comms the customer strategy and target operating model.
  • Development with asset management the property accounting function.

How have you delivered cultural and behavioural change as a CIO within the IT department and/or more broadly across the organisation?

  • Being clear about deliverables has created a team what work extremely well together and with little need for direction on a day to day basis. They support each other and simply get the job done.
  • Been part of a working group, led by HR to develop a values and behaviours plan, driving accountability and collaboration.
  • At board level, driven the accountability across the organisation with peers to avoid siloed behaviour.

How have you tried to develop the diversity of your team?
As a women in IT I am very aware of the need to create a diverse team with all of the benefits that brings. I positively encourage my team to employ people who bring different cultural skills and industry experiences to our team.

Describe how you organise and operate IT and how this aligns effectively with business strategy and operations
The key is the business solutions team, completely aligned to the business functions with people who are SMEs who are also technical.

What strategic technology deals have you made in the last year and who are your main suppliers and IT partners?

  • Qube Horizon
  • Tisski – Microsoft Nav
  • Leading Resolutions and WSS for interims

What are your key strategic aims for next year?

  • complete the transformation and scale as we grow the estate.
  • fully develop a digital multi-channel experience for our customers including using the work on customer journey mapping.

How are you preparing for any impacts Brexit might have on your organisation?
This is unlikely to affect us although the NHS may have funding issues, in this case we would have more pressure to help them make savings in their estates.


When did you start your current role?
Oct 2015

What is your reporting line?

Are you a member of the executive leadership?

Are you a member of the board of directors?

How often do you meet with your organisation’s CEO or equivalent?
Every week

How many people at your organisation does your function supply services to?


What is your annual IT budget, or your spend as a proportion of the organisation’s revenue?

What percentage of your budget is operational spend (ie keeping the lights on) and how much new development (ie innovation, R&D, exploratory IT)?
80% new developments


Rank the following sources of advice/information in order of importance:

  1. Industry bodies
  2. CIO peers
  3. Consultants
  4. Media
  5. Analyst houses


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

Are you expecting an increase in budget specific to security in order to tackle the cyber threat?

Does your organisation have a designated security professional – CISO or otherwise – and what is their relationship to you?
Yes reports to me


Are you finding it difficult to recruit the talent you need to drive transformation?

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

Does your IT organisation operate an apprenticeship scheme?

How many employees are there in your IT team?

Are you increasing your headcount or planning to bring skills and the ability to react to needs in-house?


Which technologies or areas are you expecting to be investing in over the next year?

  • CRM
  • IoT
  • security
  • enterprise applications
  • social.

Which technologies or areas are you expecting to be investing in over the next one to three years?

  • machine learning/artificial intelligence.

What emerging technologies are you investigating or expect to have a big impact on your sector or organisation?
Possibly IoT in relation to smart buildings


Does your organisation do a significant amount of trade with the EU?

Does your department include technology staff from the EU?

Are you or have you been looking to the EU to recruit key skills?