CV

Andrew Tait

Senior technology leader and independent consultant

I have spent more than twenty years in senior IT roles across engineering, professional services, logistics and software.

Most recently I served as Regional Director of Information Technology for EMEA and APAC at HDR, having previously been Director of IT for Hurley Palmer Flatt Group before its acquisition. Earlier roles included leading systems integration for a global logistics company and managing IT for a specialist software firm.

My work has covered strategy and governance, day to day service delivery, supplier and contract management, cloud adoption, cyber security and M&A integration. I am used to working with boards and senior leadership teams, explaining technology decisions in straightforward business terms.

Career highlights

  • HDR Inc.

    January 2021 to September 2024

    I was part of the senior leadership team within HDR’s global Information Technology group, directing strategy and operations that supported more than thirteen thousand employees across two hundred offices in fifteen countries. I held direct responsibility for information technology across EMEA and APAC, working closely with regional leaders on major programmes, regulatory alignment and practical cybersecurity improvements. I also led the transition of outsourced services back in house following the acquisition of Hurley Palmer Flatt Group, strengthening control, service quality and cost management.

  • Hurley Palmer Flatt Group

    July 2017 to December 2020

    I oversaw all information technology activity across the Hurley Palmer Flatt group, managing a wide mix of outsourced providers and suppliers to build a stable and reliable enterprise environment. My work covered the negotiation and administration of supplier contracts, service agreements and software licensing, along with budgetary planning and regular engagement with senior stakeholders.

  • Titian Software

    May 2015 to June 2017

    I built the company’s first dedicated IT service delivery function and introduced DevOps practices that supported rapid growth in the pharmaceutical sector. I deployed cloud platforms and virtual desktop infrastructure to strengthen agility and collaboration, and established governance and continuity frameworks that reduced risk and protected day to day operations.

  • Tigers Global Logistics

    May 2012 to April 2015

    I led global systems integration during private equity backed M&A activity, managing technology consolidation across the United States, Europe, India and South Africa. I delivered a proprietary logistics and ecommerce platform that supported scalable B2B integration, and established a project management office and offshore development capability that reduced cost and accelerated delivery.

Skills and focus areas

    • Setting clear technology strategy aligned with organisational goals

    • Guiding senior leaders on investment, risk and long term planning

    • Leading distributed teams and developing talent across regions

    • Building a culture of accountability, service quality and continuous improvement

    • Strengthening cyber security posture through practical, staged improvement

    • Ensuring alignment with regulatory and data protection requirements

    • Establishing governance frameworks that support responsible decision making

    • Promoting staff awareness and readiness to respond to incidents

    • Managing budgets with a focus on value, transparency and cost control

    • Negotiating significant supplier contracts and long term agreements

    • Building trust with boards, executives and regional leaders

    • Presenting technology matters in plain business language

    • Oversight of large scale infrastructure and modern workplace platforms

    • Cloud adoption and rationalisation of complex environments

    • Managing supplier ecosystems and outsourced service models

    • Ensuring stability, resilience and clear operational control

    • Leading technology workstreams for acquisitions and organisational change

    • Consolidating and simplifying systems to reduce cost and complexity

    • Shaping programmes with clear outcomes that leadership teams understand

    • Turning complex requirements into achievable, well governed delivery plans

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