‘That is the difference between a senior IT manager and an IT executive,’ says Bruce Forbes, who is overseeing a restructuring programme at fund management company Resolution.

‘At the IT executive level, people should be on exactly the same level as the rest of the executive team.’

In Forbes’ experience, an executive package typically involves a combination of salary and perks in the form of healthcare, pensions and vehicle allowance.

‘Then there is an incentive on how the business performs, which is now usually in the form of a long-term incentive plan based on a mix between share options and total shareholder return measured against the sector benchmark,’ he says.

Within the IT function, Forbes expects to be measured on overall targets against financial budgets, risk management and corporate standards.

Another measure on which Forbes expects to be held to account is having a sourcing strategy for IT skills.

‘Because IT is so integral to developing virtually all products and services for the market, you cannot suddenly face a competitive issue and not be able to mobilise resources,’ he says. ‘That is a sign of IT failure. You must have a flexible model that is not going to hold the company back.’

Forbes says major users of IT also want to be able to attract star talent. ‘It is not a question that affects the top position, but it does affect the top team,’ he says. ‘What is the place like to work in? Will they be backroom boys or will they have the chance to participate in product planning?’

Recognition by his peer group has been at the top of Forbes’ own list of priorities during a career that has also included spells at Next and Norwich Union. ‘Am I part of the top team thinking about the big agenda, helping to form it and then delivering my part of it?’ he says.

‘The key for me is bringing the systems agenda to corporate planning. Otherwise I get bored.’