DECEMBER 20248 Stephen Lawrence's career spans a diverse range of roles, beginning in accounting with Unilever's UK subsidiary, moving to Mercedes-Benz Group UK, where he became a company accountant and led an SAP implementation. He transitioned to management consulting with Stones Young, later acquired by Capgemini, where he worked for EY across the UK, Australia and New Zealand. In 2005, he joined IBM, spending 18 years there, including a stint at Kyndryl as a director. Currently, he is the Head of Technology Foundations at TSB Bank New Zealand, where he focuses on stable technology outcomes, spearheading four teams and enhancing IT resilience.Learning by Doing: Stepping Out of the Comfort ZoneIn today's rapidly evolving technology landscape, staying updated isn't just a necessity for IT professionals--it's essential for anyone in a leadership role, particularly in a sector as dynamic as banking. My journey has been one of navigating a tech-heavy environment without a traditional technology background and I've found that the best way to stay relevant is by stepping out of my comfort zone.For me, learning happens when I get hands-on. I thrive by diving into new work, especially when it challenges me. I've found that tackling these unfamiliar areas head-on not only allows me to learn quickly but also to apply those learnings in real-world scenarios. Theoretical knowledge is useful, but there's no substitute for direct involvement.When faced with new technological challenges, I don't just rely on self-study or external training. Instead, I leverage the expertise of my colleagues, many of whom are specialists in their respective fields. I always ask them to explain technical concepts in business language or plain English. This approach helps me grasp complex issues while keeping business objectives front and center.By framing technology discussions from a business perspective, I encourage my team to think beyond the technical details and consider the broader business implications of their decisions. This holistic view helps us better align technology strategies with the outcomes the business seeks to achieve.A key part of my learning strategy has been building strong relationships with subject matter experts. I surround myself with people I trust and can learn from. By cultivating this network of knowledgeable colleagues, I stay updated on the latest technological advances and industry trends.Technology is advancing at an unprecedented rate. While there's a lot of excitement around these developments, I approach them with the same curiosity and open-mindedness that has guided me throughout my career. By staying close to the experts, I ensure that TSB Bank remains at the forefront of technological innovation.Strategies for Commercial ManagementFinancial and commercial management are built on strong, trust-based relationships with suppliers and vendors. My approach has always been to foster these relationships through transparency and collaboration, with a focus on achieving win-win outcomes. From the vendor's perspective, the win is selling their services and generating revenue. For me, it's about solving business problems and ensuring the value we derive from those services exceeds the costs.By prioritizing mutual benefit, we move beyond a typical customer-vendor dynamic into something more collaborative. This foundation makes it easier to navigate challenging discussions or disputes, as we're working from a place of trust and shared goals. Of course, financial management isn't just about controlling costs. It's about understanding the overall value, service quality, supplier reliability and risk impact.In supplier management, it's critical for contract managers to fully understand their agreements. Approving monthly or quarterly invoices shouldn't be a mere formality. ENHANCING IT RESILIENCE AND BUSINESS CONTINUITY BY STEPHEN LAWRENCE, HEAD OF TECHNOLOGY FOUNDATIONS, TSB NEW ZEALANDIN MY V EW
< Page 7 | Page 9 >