Latest - Organisation: IBM

Mandy Chessell CBE

Mandy Chessell CBE  is a software engineer, who is recognised with multiple honours for her key role in the technology which is at the heart of business critical operations around the world. She was awarded a CBE for services to engineering and was the first woman to be awarded the Silver Medal of the Royal Academy of Engineering.

Mandy was influenced to be an engineer by her father, a naval architect, and was inspired to join IBM by a speaker outlining the excitement of technology visiting her school when she was 14: she has been at IBM for 35 years.

Mandy encourages the entry of other women to IT and, while reluctant to demand special treatment, she does observe and oppose attitudes that still limit their advancement in a male dominated industry.

Tony Storey

Tony Storey is a computer scientist who reluctantly accepts the job description “Software Engineer” and has been responsible for some of the most important software developments of the last 50 years, including the ubiquitous CICS, Java and the message-based system, MQ Series.

He started using computers for his work as an experimental chemist, migrated to realtime systems for Ferranti naval weapons and thence to IBM UK’s scientific centre where he helped develop a pioneering relational database system used by the World Health Organisation, among others. He moved on to Hursley and achieved the accolade of IBM Fellow.

Michael van de Weg

MedTech pioneer Michael van de Weg was born in southern Africa and worked with IT majors before he teamed up with a friend in 2015 to form IMMJ in London to develop and sell an electronic document solution for healthcare.

Michael graduated from University of KwaZulu-Natal and joined IBM, where he was soon propelled into a project to recall and fix 10,000 smart card devices for a bank. He was offered an IBM career path but was inclined by his father’s experience and advice to become an entrepreneur.

Sean Finnan

Sean Finnan, the son of a welder and a factory worker, joined the IT industry by answering an advert in the company where he was working as a cleaner.  He got into IT at a subsidiary of General Motors whose IT operations was taken over by EDS, the Dallas-based outsourcing company.  He rose after 12 years cycling through jobs in EDS which gave him a broad view of IT and its management.

EDS was taken over by Hewlett-Packard from which he left to join IBM.  This experience gives him an interesting view of the different cultures of IT companies.  He now supports companies trying to help them scale up.

Peter Morgan MBE

Peter Morgan MBE joined IBM as a new graduate in 1959, when transistors were just replacing vacuum tubes, and stayed for 30 years, leaving as Director of the UK subsidiary.  In this interview, he talks about the benefits the US company brought to British customers, IBM vs ICL and why the US is more successful at growing IT giants.  After leaving IBM, he became Director General of the Institute of Directors and has been chair of or a board member of many companies, six of which are in the IT sector.

He was a master of the Worshipful Company of Information Technologists. As a youth, he aspired to succeed and cites the Cambridge tutorial approach to studying History and National Service as key development activities.

Maurice Perks

Maurice Perks worked on the implementation of large complex IT systems from his start at IBM in 1968. He helped build one of Europe’s first interactive applications for Dunlop in the early 1970s. He worked in the USA on the design of future computer systems within the heart of IBM. He became a Fellow of IBM working on the implementation of applications for customers. He is concerned that there is a continuing gap between what the IT industry can deliver and what organisations, both private and public, need.

David Morriss

David Morriss spent over 31 years in IBM starting at the bottom and becoming a board member of IBM UK. He saw it change from the dominant computer company with a unique culture and set of policies to one focused on IT services. He planned the change to a services company for its European, Middle East and African sector and then executed the plan in the UK. This turned IBM UK round from a loss-making operation to a profit generator. He applied the mantra that computers were there to solve problems in the private and public sectors, not there for the sake of the technology.