Transformation from a regional or franchise model into a centralised structure, with a new operating model. Enables delivery of efficiencies of scale and cost savings, establishes standardisation and consistency for an improved customer experience when dealing with larger clients across geographies. Aligns skillsets and clarifies decision making and accountabilities.
Creation of Category Strategy for Specialist Medical Device Services
Sterilisation services had been in place since the inception of the medical device product and had not been market tested. The initial agreement was agreed when the medical device was first introduced to the market and it was unknown whether the level of service or pricing was still competitive in the market or if there...
Indirects Stock Reduction
Manufacturer had more capital tied up in indirect stock than direct goods. A chemical manufacturer with multiple process plants sourced mechanical seals supplied from one supplier. This was a key supplier and the cost of change to a different provider would be too high. We were also happy with the quality of the goods provided...
Digital Transformation of Financial Planning and Analysis FP&A System
We had mentoring engagement to conduct a business turnaround, and provided techniques to reshape and revitalize the business. We collaborated with CEO and the executive team to make decisions regarding company’s financial strategy and operations; led profitability enhancement and major cost rationalization program with strong experience in an integrated systems environment; delivered financial system enhancements...
‘Your idea has a 3% chance of succeeding and we take 3 years to make a decision. do you still want to do it?’
On any given night over 200,000 families and individuals experience homelessness across England. This is has increased by more than 165% since 2010. Despite the government target to end homelessness by the end of this parliament, with the step cost of living rises, the experts agree this situation will get worse. Within the NAPpad...
‘We shot at you all day and there is no blood. It is a pleasure to work with you.’
I was tasked to step in to a major programme, (that was suffering ‘catastrophic commercial and delivery problems’), and to mobilise the set-up of a manufacturing production line and deployment capability. The issues involved: Over-commitments and subsequent failures. Lack of defined scope and direction. No commercial agreement in place resulting in spiralling costs and no...
Business improvement diagnostic
Diagnostic to understand your business, engage your people and identify key improvement areas.
Target Operating Model changes
It was deemed by the C-Suite that the current operating model for IT was not fit for purpose, This was also fuelled by part of the group being sold which removed capability from the IT team and the need to ensure a fit for purpose global 24×7 service was in place.
