Assignments

Head of Commercial, Planning and Performance

• Key member of team in high profile turnaround
• Lead commercial function in transforming performance of supply chain partners – £50m pa
• Create high level variance analysis for ownership board
• Implement flexibility within planning to improve efficiency
• Introduce new skills and products to transform MI

Senior Commercial Manager

• Strengthen Contract team to improve credibility with client
• Introduce concept of Alliance contracting to client organisation
• Change culture to facilitate Alliance contracting

Senior Bid Manager

• Create strategy for £100m tender in the water industry
• Develop Supply chain partner rea;tionship based on common values and behaviours
• Coach senior team in preparation for assessment centres and interviews
• Write tender document

Programme Manager

• Lead a programme to create a prioritised investment programme:

Key Deliverables:

• Programme based around extensive and detailed site surveys
• Audit of incumbent Service Providers
• Creation of a site condition based risk model

Contract Performance Manager

• Large Utility Operation
• Ensure best performance and value from Network Opex Contractors

Key Deliverables:

• Establish a Contractor performance framework
• Develop action plans for underperforming contractors
• Develop and implement KPI and Balanced scorecard reporting
• Build more equitable working relationships with key contractors

Project Manager, very large utility operation

• Develop and implement large risk mitigation program
• 325k surveys completed in 12 months
• Management of sub contractor with over 400 staff committed to the plan
• Develop statistical risk analysis
• Conclude work to the satisfaction of all stakeholders

Change Manager Customer Services

• Large Utility Operation
• Implement change in a poor performing customer service operation

Key Deliverables:

• Implement restructure focusing on customer service
• Improve Jobs per day by 70%
• Improve call handling service levels by 80%
• Create and implement outsourcing plan saving £300k pa
• Relocate the office

Interim Finance Manager, FTSE 100 Utility Company

• Deliver commercial support to the operation in a period of change.
• Formulate headcount reduction plan
• Support the development of a 5 year strategy
• Breakdown barriers between operations and finance
• Introduce monthly management accounts and finance reviews with all department heads.

Interim Commercial Director

• Customer Service/Mobile Engineering Company ( PLC listed in London
• Introduce commercial and operational support and challenge to a poor performing operation in a period of change.
• Reforecast performance by sales channel
• Develop and lead cost reduction exercise
• Renegotiate and improve commercial terms on Outsourced agreement
• Introduce KPIs with weekly review

Interim Regional Director

• Customer Service/Mobile Engineering Company (AIM Listed)
• Working in 3 out of 4 regional sites to deliver rapid change:
• Site 1 Southwest 65 engineers 20 office staff

Key Deliverables:

• Develop action plans to eliminate significant operational backlogs
• Establish monthly performance/communication meetings with 9 teams of engineers
• Deliver over 60% productivity increase
• Recover £800k revenue in 6 months
• Effect positive culture change
• Site 2 Northwest 60 engineers 17 office staff
• Form action team to overachieve year end budget performance.
• Audit customer contracts and correct errors
• Close office and manage redundancy process
• Site 3 Midlands 12 engineers 5 office staff
• Form new team to start new office

Business Analyst

Multi site Commodity Trading Company

A three site company that required process and control improvements to allow rapid growth to 50 sites in a short timeframe.

Key Deliverables:

• Review of the current operation
• Lead workshops to improve processes and document the results
• Produce procedure guides for all stakeholders
• Provide a systems requirements overview

Performance Improvement Director

A customer service operation based in 27 sites employing 190 people that demanded a step change in profitability

Key Deliverables:

• Introduce monthly targeting and performance management for all staff
• Review the company overhead and make recommended savings
• Challenge Senior Management on headcount and recommend savings
• Carry out redundancy consultations
• Lead workshops on Business Process Improvement leading to further savings.