Head of Commercial Planning and Performance

  • Transform Outsourced contract relationship leading to improved performance and 14% cost reduction
  • Lead operational improvement plan & assure Head count reduction plan (600 FTE to date)
  • Lead planning function for approx. 4,500 agents
  • Deliver strategic roadmap for outsourcing options
  • Lead MI transformation introducing new tools and testing requirements

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.
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