Engaged to undertake an IT employee and IT executive audit in preparation for major global expansion plans and ultimate exit strategy. Extensive research was undertaken across the IT internal and supply chain landscape, the resulting evidence reporting, informed the Board, who then took the decision to appoint a new Global IT Director, who in turn would address the duplication across the supply chain, with projected cost savings of over £5million. Retained to successfully undertake the Executive Search assignment.
The business was establishing a new IT centre of excellence in Paris France. Retained to undertake the Search assignments for four new Directors – Infrastructure, Architecture and Development, in addition to HR. Following on from the successful appointments, delivered a major recruitment campaign to secure a further twenty senior appointments in the disciplines of Programme Manager, Senior Project Managers, and Senior Software Managers. Campaign was completed ten weeks earlier than scheduled, delivering savings of 26%.
Executive feedback was that over £6million pounds per year was being spent on buying in Training & Development programmes and services, as internally the Operational Business Leaders were unhappy and had no confidence in the service. Executed a large scale, UK-wide, people and job roles audit across the entire Learning & Development departments.
Audit results showed the need for 65 roles and the creation of four new L&D Leadership roles. The headcount was 48. Project directed an extensive and sophisticated recruitment campaign internally and externally, including management of a supply chain of 15 preferred suppliers to the Bank. This resulted in 16 Assessment Centres over a six week period, resulting in 100% success in making new external appointments, the redeployment of 75% of internal appointments, and professional exiting of 25% of unsuccessful candidates.
This medium sized multinational medical device company involved in both product development and manufacture had a requirement to reposition itself in the market and streamline the product development process and take cost out of both supply chain and manufacturing. Legacy issues needed to be addressed and complex problems around people performance which affected many aspects of the organisation had to be handled sensitively to ensure effective transformation was embraced throughout the business.
We conducted a very thorough analysis of the breadth of the problems affecting the business and identified the key measurable outcomes required by the organisation and set in place a plan to ensure that these outcomes where met through the appointment of a skilled Managing Director who could address these problems and deliver on the outcomes identified. We had to ensure that the balance of personalities within the senior team was complimentary to the business needs and that key members of the team engaged in the appointment and both continued with the organisation and bought into the significant change program put in place subsequent to the appointment. Using tools to build common language and understanding the process was highly successful with the outcomes being measured 6 months after the initial analysis meeting and subsequent appointment.
A large multiproduct manufacturing and retail operation based in Scotland expanding and developing both its range of products and its commercial reach was experiencing supply chain issues which effectively held the company back from delivering on its strategic objectives. They needed a key individual with the ability to both evangelise on effective business transformation and crucially, deliver on it. In diagnosing the business issues it became clear that the problems where transitory and that a senior appointment on a permanent basis would probably lead to a surfeit of management capability in the medium term and that the skills required would become redundant. The solution was to appoint an Interim Supply Chain Director steeped in business transformation and with the ability to lead the process and identify the emerging skills gap in the business and provide solutions to it. The outcome was a very successful appointment and subsequent delivery of the strategic goals. The business continues to thrive with no legacy of a senior appointment that the company had outgrown.
An international OEM business with a dramatic growth curve needed to build engineering teams across its operations quickly and effectively. Individuals had to be skilled, a cultural fit and re-locatable in every single instance. Providing volume and quality talented people to meet the business goals whilst building in sustainability was key to the project success. We conducted a thorough set of diagnosis meetings across the business to identify the key business issues and formulated sets of skills and requirements to meet the business issues, always with a strong understanding of the cultural fit required. We then developed a program of talent identification events from open days to job fares on both a national and international basis and quickly ensured the engineering group met the demands of the growth curve.
Guided a Focused improvement programme to address Governance, Communications, People, Structure, Culture, Strategy and Architecture. This contributed to this internationally expanding enterprise being named as Scottish University of year 2011 – 12 by The Sunday Times and delivered vastly improved National Student Survey results for their systems access, reliability and accessibility.
Managed a series of major programmes to enable synergy benefits across the group through consolidation of back offices, retail product rationalisation, new fully integrated channels to market and large cross functional teams. Total increases in revenue of £700m and cost reductions of £200m.
Delivered an International expansion programme across Europe and North America. Introduced a shared service operating model and collaboration across multiple cultures and geographies. With this client, achieved multi million pound cost synergies and improved service levels, in addition to the delivery of significant risk, finance and regulatory programmes on time and on budget.
Delivered a shared services model across 4 regional UK locations. Reduced IT spend by 33% over 10 months. With this client team, we introduced a strategic change board and subsequent systematic delivery of key strategic imperatives, in tandem with a major cultural transformation.
Delivered a large scale post acquisition integration delivering £6m saving on supplier costs, improved risk management and launch of new businesses in Germany, Austria, and Italy. Guided this client to accomplish delivery of 16 strategic imperative initiatives to time and budget, increasing their Assets under Management base by £1bn.
Established an incubator business on behalf of a large Insurer. Harnessed the innovation, creativity and ideas of the enterprise and enabled the launch of several new e-commerce Businesses and market leading initiatives within 9 months