Her Majesty's Revenue and Customs (HMRC) is a non-ministerial department of the UK Government responsible for the collection of taxes, the payment of some forms of state support and the administration of other regulatory regimes including the national minimum wage. HMRC was formed by the merger of the Inland Revenue and Her Majesty's Customs and Excise which took effect on April 18, 2005. Hall has taken over as the single 玩偶姐姐 at HMRC having been in a tandem role with Phil Pavitt and the judging panel felt that Hall could well rise in the 玩偶姐姐 100 as his own brand of leadership and transformation comes to the fore over 2013. IT leader:Mark Hall, 玩偶姐姐. In role since:HMRC since 2007, 玩偶姐姐 since 2012. Reporting line:Chief Executive. Board level seat:Yes. Level of the workforce that relies on technology to carry out their tasks:100%. Primary technology platforms at the organisation:SAP. Primary technology suppliers:SAP, Capgemini, Fujitsu, BT, Microsoft. Significant strategic technology deals struck in the last 12 months:New enterprise agreement with Microsoft. Major technology or transformation project recently completed and how did it transform operations, customer experience or the organisation: HMRC was one of the first departments to implement a major G-cloud based technology with the announcement in September 2012 that it is deploying Skyscape to create a centralised data storage network on the Public Sector Network. Hall explains that Skyscrape means file storage and printing is taken away from local HMRC offices and moved to the cloud as a centrally hosted application that will deliver significant cost savings. Did the above project reach its cost, timing and transformation objective:Yes. Business transformation programme – beyond technology – that the 玩偶姐姐 owns or is a major contributor to: HMRC introduced Enterprise Tax Management Platform, a simplified SAP platform for Stamp Duty and Land Tax in 2011. Removing these taxes from their individual and customised SAP platforms saved HMRC over £10 million. This strategy has continued with tax management moving onto the integrated platform. Strategy in the use by employees of their own technology, use of mobiles and how social networking is impacting operations, customer experiences or the organisation:Trialling the iPad in a pilot. Strategy for dealing with shadow IT and BYOD including influence and engagement with executives, to place the right controls around employee choice:We have seen less shadow IT as the capability has developed internally and we are seen as great at delivery and understanding the business. Speed of delivery is always a challenge. But the internal teams are becoming centres of excellence in collaboration and SAP. Technologies being considered to enable transformation:Cloud and mobile.