HiveRank (3139)

Simon Field

Principal HiveMind Expert

Mantra

Now is good &
Every day is a learning day

In a nutshell

Helping business leaders deliver transformational change in their organisation by designing and successfully delivering change programs

Availability

Partly Available Immediately

Location

Niagara Falls, Canada

Languages

English

Skills

agile

agile delivery

agile transformation

business and it operational processes

Business Change Management & Communication

Business Management

Business Model Design

Business Operational Design

Business transformation

change management

change strategy

Continuous Improvement

delivery

delivery assurance

digital transformation

financial services

interim management

It Strategy

IT Transformation

IT Workshop Facilitation

kanban

Large Projects

leadership

Leadership Coaching

leadership development

legacy systems migration

M&A

management

Management Development

Mergers & Acquisitions

migration

Nearshoring and Offshoring

Operational & Organisational Management

Operational Excellence

Organisational Design

Organisational Development

organisational transformation

outsourcing

PMO

Portfolio Management

Post Merger Integrations

Post-Merger Integration

process improvement

Product Development

Professional Services

program director

program management

programme director

programme management

Programme Planning

Project delivery

Project governance

project management

Project Management

Project Planning and Delivery

Project Portfolio Management

project turnaround

relationship management

Remote Working

Remote workshop facilitation

Risk Management

Sales Team Transformation

SDLC design

Stakeholder Engagement

stakeholder management

Strategic Planning

strategy

Strategy and Planning

Strategy Execution

Systems Integration

target operating state

technology leadership

Technology Strategy

TOM (Target Operating Model)

Workshop facilitation

HM Expert since

Wednesday April 22, 2020

About

I love to deliver transformational change programmes, and have a passion for agile and digital transformations. I’ve also led a number of acquisitions (M&A) and post-acquisition integrations.

I’ve operated as an independent consultant since 1998, and I’ve delivered in multiple sectors (Financial Services, Telecoms, Technology, Retail, Media, Healthcare, etc) in UK, Europe, Asia and North America.

I enjoy working with people, guiding them on the change journey, and am comfortable dealing with uncertainty. I thrive on a challenge, am very adaptable, and I love to learn. I also enjoy acting as a mentor and coach, developing people no matter what their status within an organisation.

I look forward to getting to know some really interesting people here in the HiveMind Network.

Partially (half-days) available immediately, but AM only

Current role details

Available AM only

Part of a small team developing a Target Operating Model for a multi-billion $ global B2C marketplace and B2B retail technology platform provider.

Previously, Vice-President Portfolio Delivery / Integration at AutoTrader.ca (Trader corp). Responsible for all delivery from the Product Engineering (Technology / Digital / IT) teams, and for major change programmes across the organisation (including M&A due diligence and post-acquisition integration). Led the transition to using the Kanban agile methodology.

Have operated as an independent consultant since 1998, delivering Business and Digital Transformations across multiple sectors / industries in multiple geographies.

Simon's STAR Stories

In-house digital media agency launch to turnaround poor performing product... (Reveal More OR View Full Page)
Situation

The company was suffering from high-levels of dissatisfaction, poor product penetration and repeatedly missed revenue targets for one of its digital media advertising products.

The company was the reseller of a third-party product to provide media advertising services to their end customers. The third-party product could only be customized by the supplier, however change requests were rarely approved by the supplier. The company therefore decided to develop and launch its own in-house digital media agency, products and services.

Task

I was asked to manage the development of the product roadmap. I was then asked to manage the launch of a pilot program to demonstrate success, ensuring appropriate KPIs were reported.

I was also asked to develop and execute the plan and campaign to launch the new in-house agency, migrate the existing customer base to the in-house agency, while simultaneously scaling up the agency team. Post-launch, I was asked to ensure that the team was right-sized for growth, and to ensure costs were minimized.

Action

We engaged an external expert digital media consultant to advise on the products and services required, based on the customer research we had conducted. Using existing resources, we then built a team to develop the required products, utilizing off-the-shelf tools where possible to control costs and delivery without compromising quality.  The marketing team were tasked with developing a campaign to highlight the advantages of switching to the in-house agency, and the BI team were tasked with identifying and capturing the relevant metrics to measure success.

A pilot plan was developed and executed, with weekly performance reviews.  These formal pilot program performance reviews increased the quality of oversight, governance, control and delivery performance.  This in turn increased confidence from the business that the program was being run well, and had the capability to demonstrate the benefits realised and ROI.

Finally, a full migration plan was developed and executed, applying pro-active risk management and program governance to ensure an on-time, quality launch and migration. These steps ensured that we would be able to validate alignment with the business strategy.

Results

By solving the problem of a subject matter expertise and experience, we were able to develop the right products quickly.  Following the success of the 10 customer pilot program, in which we were able to clearly demonstrate value to the business, we successfully migrated the remaining customers.  During the migration, we established daily comprehensive reporting, solving the problem of poor communication around progress against expectations.

Following migration, we further optimized the workflows to minimize ongoing costs.  The improved delivery efficiency and effectiveness, from clarity around process performance, allowed us to further increase product margin.  We then successfully grew the customer base, generating $10m of annualized revenue run rate within 12 months and achieved the margin target set. All this led to improved credibility with, and confidence from, the business.  The clarity we provided around planning and operational readiness, and then having sufficient, good quality, data to explain product performance, led to greater acceptance of change – making it quicker to implement new changes.

The customer base and revenues continued to grow significantly throughout year 2, demonstrating improved customer and colleague service and satisfaction.  The collaboration tools and improved ways of working we introduced were then successfully carried over to subsequent business initiatives.

Higher proportion of projects fit for purpose, on time and... (Reveal More OR View Full Page)
Situation

The product engineering team had been struggling for a few years to deliver projects and initiatives on time, and with the required quality. The business was highly frustrated, causing increased tension at the Executive level. Initiatives and projects were frequently being re-prioritised, partly due to a lack of confidence that the team could deliver ‘right first time’, and this reprioritization was adding to the problems.

Task

I was engaged to lead Delivery for the product engineering function, and I was tasked with two clear goals:
– Reduce time-to-market
– Improve quality

Action

I ensured that appropriate diagnostics were undertaken to understand the current situation, including interviews with all stakeholders, and ensured that everyone understood the root causes. I then selected the appropriate delivery methodology to be followed (Kanban), designed and led the implementation program, and engaged an external coaching consultancy to upskill the product engineering teams and all relevant leaders. I then oversaw the embedding of the new operating model throughout the product engineering teams, starting with the most highly visible, and troublesome, project.

We were quickly able to demonstrate, through monthly reporting to the Executive team:

  • Increased planning and forecasting efficiency and effectiveness
  • Increased quality of oversight, governance, control and delivery performance
  • Increased insight from visibility of Portfolio Data
  • Efficient and Effective project performance, assurance and PMO controls
Results

After 9 months, time taken to release work had reduced by 50%, quality issues had reduced by 67%, and efficiency had increased by over 200%.  Colleague satisfaction also increased considerably, across the organisation.

Value was delivered by;

  • Improved delivery efficiency and effectiveness from clarity around processes adopted, leading to much improved time to market for new changes
  • Much higher proportion of projects fit for purpose, on time and on budget, leading to greater credibility with, and confidence from, the wider business
  • Improved project estimation and delivery capability (right first time) leading to improved predictability in delivery

Pains relieved included;

  • Poor project/portfolio pipeline planning and estimation process
  • Insufficient good data and reporting tools
  • Business reprioritisations
Recovered a critical financial services infrastructure digital transformation (Reveal More OR View Full Page)
Situation

A digital transformation project for a key part of the UK’s financial services infrastructure was suffering from delays and in danger of missing its revised launch date. As well as the potential for delays to the new central infrastructure, there was the risk of delays with integration by the participant end users (UK financial institutions), with the potential that a delay by any one could delay the launch for all. Key stakeholders were greatly concerned about the potential for more delays, as well as increased costs. Urgent remediation action was required.

Task

I was engaged, as part of a recovery team, to:
– Lead the end-to-end design review
– Lead the risk mitigation workstream
– Lead the end-to-end testing workstream
– Bolster the PMO team to improve visibility of status, tracking of actions, and improve collaboration with end users

Action

The first steps undertaken were to engage all end-users (financial institutions) to understand exactly the progress they had made to integrate with the new critical infratructure. It was immediately made clear to all concerned that we needed to operate in an open risks culture, with increased transparency. A number of risk mitigation workshops were arranged with all end-users to identify both the problems and potential solutions. These workshops led to some innovative approaches to remove the risk of one participant delay impacting the whole program. Increased oversight and communication regarding testing and operational readiness were among other important immediate actions.

In parallel, we increased quality of oversight, governance, control and delivery performance from the key supplier of the central infrastructure, including improving visibility of planning for the remaining releases. By implementing efficient and effective project performance, assurance and PMO controls, we started to gain increased confidence from the business, the suppliers, and the end-users.

Results

As a result of the many actions and risk mitigations undertaken, the launch successfully took place on the replanned date, with all participants active. Additionally, the end-to-end test team won the European Software Testing Award for Test Management.

Value was delivered by;

  • Providing clarity around risks, together with mitigation strategies, to ensure that the project met its revised timelines, with all participants launching
  • Improved project estimation and delivery capability (right first time)
  • Improved credibility with and confidence from across the financial services industry
  • Improved support of the next phases of the program from all concerned, including suppliers and end users

Pains relieved included;

  • Lack of clarity or understanding on operational readiness requirements, including end-to-end testing
  • Poor communication of requirements, impacts, progress and expectations
  • Lack of appropriate collaboration tools and ways of working
  • Insufficient good data and reporting tools, and insufficient communications, leading to poor project/portfolio pipeline planning and estimation process
Lead a post-acquisition Healthcare carve-out under significant time constraints (Reveal More OR View Full Page)
Situation

The client had agreed to acquire parts of a struggling healthcare business. The seller had driven a tough negotiation regarding timescales for the carve-out, allowing only 6 months for a transition support agreement (TSA). The buyer had not done any planning for the transition, and had instead focused on the financial aspects. As the sale was agreed just prior to Christmas, more than 3 weeks had elapsed before the client even started the project. Time was not on their side, and the seller was not being helpful. To add to the challenges, the Mergers and Competition Authority (MCA) had initiated a phase 1 review.

Task

I was engaged to lead the carve-out of the 80 healthcare units into a new stand-alone business, and no work had yet been done. Under the agreed TSA, the project plan had to be agreed by both parties within 3 weeks, and all activities completed within 5 months. This included the migration of all IT, Finance, HR, Sales, Marketing and Facilities/Estate Management services. Due to the MCA review, it was not possible to integrate the carved-out business into the client’s existing business, instead, a completely stand-alone business had to be created and launched.

Action

On day 1, I engaged with the seller to begin planning activities, and immediately found them to be resistant to anything other than highly formal, highly detailed plans. I initiated current process workshop reviews, to understand existing ways of working, and to identify potential transition issues. I also negotiated with the MCA for certain derogations to allow staff from the client to assist in the transition, and to allow certain services to be run by the client, albeit operating as a separate legal entity, with no information sharing.

Through increased quality of oversight, governance, control and delivery performance, I was able to get the project plan agreed by the seller, and activities started immediately. This immediately led to increased confidence within the client. The most significant part of the transition was the IT systems. These were managed by a third party, who were extremely helpful, despite many difficulties imposed by the seller. Working collaboratively we were able to develop a plan to create stand-alone versions of all systems, and migrate all data, within the time limts

The detailed planning and progress reporting I put in place meant that we now had the capability to demonstrate the benefits realised and ROI, which eased concerns within the client. I oversaw the creation of a new business entity, along with replacing all branding, signage, marketing and sales collateral, including a new website.

Results

We successfully carved-out the 80 healthcare sites acquired on time, with no service disruption, while navigating the challenges of the MCA phase 1 review.  The new ways of working, process analysis and planning tools I introduced were re-used for subsequent acquisitions.

Providing clarity around processes enabled the transition plan to be executed. The increased delivery efficiency and effectiveness improved credibility with, and confidence from, teams across the businessm and also led to improved customer and colleague service and satisfaction. Once we were able to demonstrate value to the business, more acquisitions were undertaken based on the success of this one.

Pains relieved included the lack of subject matter expertise and experience, the lack of clarity or understanding on operational readiness requirements amd the lack of appropriate collaboration tools and ways of working.  We successfully overcame the initial challemges of weak project intitation and governance.

A successful post-acquisition business integration (Reveal More OR View Full Page)
Situation

The client had recently acquired a business but had not yet developed a plan to integrate it. There was unnecessary duplication of many functions and activities, and as a results costs were higher than necessary. There was also some confusion over brand, services and this was negatively impacting sales and marketing activity. The client had limited experience in acquiring and integrating businesses, and had very little spare capacity to shape and deliver the required change program.

Task

I was engaged by the CEO as an interim Program Director to lead the post-acquisition integration, including:
– to develop the integration plan
– to establish a single clear brand identity, and implement it
– to establish a single go-to-market strategy
– to erradicate unnecessary duplication, reducing costs where it made sense to
– to integrate IT systems & many business functions

Action

Working collaboratively with key business leaders, I first ensured that the scope of the work was agreed and aligned across all functions. I then identified the key workstreams, and established workstream owners and key contributors.  I then ran a series of planning workshops with each workstream to identify the key activities, dependencies, risks and issues. Once the plan for each workstream had been developed and approved, I then oversaw the workstream activities, establishing the necessary oversight, governance and controls to track and report progress to the Exec team on a weekly basis – this was critical to increasing confidence from the business that their business strategy was indeed valid.

I also retained a website developer to create a new brand identity and accompanying website, to support marketing and sales activities – this included replacing all corporate branded material and signage at 50+ sites.  I then worked with a third party IT systems provider to ensure that all systems and data could be migrated over from the acquired business, and helped them to develop the migration plan.

By establishing efficient and effective integration processes, project assurance and PMO controls, we were able to successfully integrate the acquired company.

Results

The integration program successfully delivered an increase in operational capacity while minimising operational cost increases.  The acquisition enabled a 92% increase in revenue, and executing the integration plan minimised centralized costs by successfully integrating all operational functions, migrating IT systems, and removing duplication.

Value was delivered by;

  • Being able to clearly demonstrate value to the business, which led to improved credibility with and confidence from across the business that future acquisitions could be undertaken
  • Improved delivery efficiency and effectiveness from clarity around post-integration process performance – which was demonstrated when the client was able to implement further acquisitions more quickly
  • Improving customer and colleague service and satisfaction

Pains relieved included;

  • Business restructure
  • Lack of clarity or understanding on post-acquisition integration requirements
  • Lack of appropriate collaboration tools, planning tools and ways of working, and insufficient good data and reporting tools
Improved business agility and ability to rapidly respond to change... (Reveal More OR View Full Page)
Situation

The client had an ambition to grow their business through strategic acquisitions, however had limited experience of making acquisitions and no spare capacity to lead the activities.

Task

Engaged by the Chief Strategy and Business Development Officer to lead their M&A activities. I was tasked with establishing and then leading a Due Diligence process to enable a formal assessment of potential targets to be conducted, and also to lead both acquisition and post-acquisition integration activities

Action

I created and led a new fit-for-purpose due diligence process for new target acquisitions to support the client’s strategy and business development roadmap. We improved clarity of responsibilities and capabilities to deliver against them by ensuring that key resources within the client organisation were familiar with the process, and that they understood both their roles and responsibilities within the new process.  The improved access to skills, capabilities and expert availability meant that the client was well set to make appropriate acquisitions.

In executing the due diligence process, the client was able to identify, agree and prioritise new opportunities to generate business value, and gain context and insight to enable faster, more informed decisions about the potential acquisition targets.  The enhanced cross-business collaboration, communication and buy-in that was generated through due diligence activities carried over into the post-acquisition integrations, ensuring that these integrations were both smooth and successful.  The improved clarity, accuracy and confidence in decision-making that resulted meant that the Board were more supportive about subsequent potential acquisitions.

Results

I led and oversaw two successful acquisitions within 5 months, and assessed multiple targets, providing sound evidence for rejecting many.  We then successfully integrated the acquisitions, which have significantly increased profit and enterprise value, and have also improved customer satisfaction and colleague engagement.

The successful, timely delivery of the initial acquisitions led to Board approval to undertake further transformative changes.  Significant additional benefits were realised through: improving business agility and the ability to rapidly respond to new M&A opportunities; having a viable and actionable roadmap to deliver innovation and change.

We also resolved the following problems/issues: a lack of business agility; the lack of an acquisition track record; and the lack of appropriate capabilities, skills, tools and methods.

Acquired a company to boost in-house knowledge and expertise (acqui-hire)... (Reveal More OR View Full Page)
Situation

The client had recently launched an in-house digital advertising agency and was struggling to hire sufficient experienced and skilled resources to support the growth it was seeing. There were also challenges in agreeing the priorities for the product roadmap, and it was becoming clear that money was being left on the table by not meeting customer needs sufficiently well. The decision was made to complete an acquisition (effectively an acqui-hire transaction) to boost resources and skills as traditional hiring techniques were proving too slow to be effective.

Task

I was engaged to lead the due diligence process on an identified acquisition target, to demonstrate the value that could be realised from a transaction, to lead the acquisition plan and activities, and to oversee the successful integration of the acquired company and resources.

Action

I ran a series of workshops with the in-house team to identify the root cause problems they were experiencing. I was then able to use the outputs from the workshops to compare against the capabilities of the acquisition target.

Once it was clear that there was a very good fit – that the acquisition target had the capability to resolve the majority of problems the in-house team were experiencing – we developed the business case to complete the transaction.

Having identified the key resources within the acquisition target, retention policies were developed for them.

The business gained increased confidence that the deal would prove to align with the business strategy, so approval to proceed was granted. Through improved quality of oversight, governance and control, the acquisition was completed within just 3 months of the project starting.

Results

The acquisition successfully added the necessary deep knowledge experts to overcome a shortage of in-house talent. Existing colleagues benefited from expert guidance on improved ways of working, making them more efficient and effective. Customers benefited from improved service and from the product enhancements that followed. Within 12 months, product penetration increased by 100% and monthly spend per customer increased by 35%.

Value was delivered by;

  • Being able to clearly demonstrate the value of the acquisition to the business
  • Improving customer and colleague service and satisfaction
  • Improved credibility with and confidence from across the business
  • Improved support of Business Directives

Pains relieved included;

  • Lack of subject matter expertise and experience
  • Lack of appropriate ways of working
Acquired and integrated a website platform developer to increase customer... (Reveal More OR View Full Page)
Situation

The client was a B2B reseller of a third-party website platform, however product penetration and customer satisfaction was declining due to limited innovation, poor turnaround times for issues, and limitations in the multi-lingual capabilities. The client determined that the best way forward would be to exit the reseller agreement and develop their own platform. However, the reseller agreement came with a short duration transitional support agreement, meaning that the client would not have enough time to start development from scratch. The client therefore decided that it would buy a website platform developer and scale it up to support their 1,000 customer base.

Task

I was tasked with leading the negotiations to exit the reseller agreement in parallel with leading due diligence activities for potential acquisition targets. Once a target was successfully identified, I was additionally tasked with leading the acquisition activities and delivering the post-acquisition integration plan, including ensuring the retention of key resources.

Action

I ran the due diligence process over a number of potential targets, before we agreed on one to proceed with. I then led the acquisition activities, ensuring that legal agreements were developed and executed, key resource retention agreements were in place, and a post-acquisition integration plan was agreed. A key aspect of the plan was agreeing the changes that would need to be made to the website platform for it to meet all our customers’ needs, and also agreeing the timelines. The changes were then turned into performance targets for the company we were acquiring, with relevant payment milestones. In a highly collaborative approach, we all identified, agreed and prioritised new ideas and opportunities to generate increased business value.  We built a solid plan to improved internal and external satisfaction, loyalty and customer value.  The company that was acquired allowed the client to improve access to skills, capabilities and expert availability.

In parallel with this, I led the negotiations to exit the reseller agreement, ensuring that the client achieved the rights to develop, market and sell their our own product while they were still operating under the transitional support arrangement once the reseller agreement was terminated.

Results

The acquisition successfully closed within 5 months of starting the project, in parallel with negotiating the exit from the incumbent supplier.  All key personnel were retained.  Following the successful migration of the 1,000 customers from the third party platform, the client saw a significant increase in customer satisfaction, and staff frustrations were also eliminated.  Additionally, the financial position of the client – both profit and enterprise value – increased significantly, as product penetration further increased at much higher margins. It was estimated by the CFO that the client’s enterprise value increased by $240m.

Value was delivered by;

  • Increase customer acquisition, advocacy and lifetime value
  • Enabling competitive differentiation and increasing market share, leading to more consistent and sustainable profitability and business growth
  • Direct positive impact on internal and external customer satisfaction; more satisfied and engaged employees with increased retention and productivity

Pains relieved included;

  • Inefficient or misaligned operating model and lack of business agility
  • Lack of appropriate capabilities, skills, tools and methods
Improved 4,500 customers satisfaction and loyalty following migration to a... (Reveal More OR View Full Page)
Situation

The client was a reseller of a third-party inventory management system, with a customer base of 4,500 businesses. The system provider was not very receptive to issues raised by the client or by the client’s end users, and product innovation had all but stopped. The client was therefore facing increasing customer satisfaction issues. The client decided to replace the system with its own in-house developed system in order to have more control over the product roadmap and to be improve customer satisfaction. The system was critical to both the client’s business and their customers businesses, and getting it right first time was critical.

Task

I was tasked with leading the program to deliver the new in-house developed system. I was also tasked with managing the relationship with the third party system provider, and managing the transitional support agreement as the relationship was wound down.

Action

Using tried and tested techniques from delivering many successful change programs, we held a series of cross-functional workshops to confirm the full scope of the system to be developed and to develop the high-level plan, achieving Exec sign-off for both. Given the critical nature of the project, we then established regular Exec steering on progress, risks and issues, including a separate weekly placeholder meeting for Exec decisions that may be needed, to ensure that the project suffered no delays because of Exec availability. We then ensured that key people from all impacted functions of the business were engaged in the program, so that we had the right capabilities and capacity to deliver. This increased transparency, quality of oversight, governance, control and delivery performance led to an immediate increase in confidence from the business.

Across the Technology teams, we implemented a new operating model based on the Kanban method. This gave us both increased insight from visibility of portfolio data, and also increased planning and forecasting efficiency and effectiveness because we had full visibility of all the work that was being performed, and there was no hidden work. This method also enabled the teams to better identify and manage dependencies, meaning that risks from integration issues were reduced.

Results

The new system was delivered in time, and released to a small pilot group of friendly customers. Feedback was gathered and iterated through before commencing the full migration program. The full set of 4,500 customers were then successfully migrated over the course of 11 months, in time for the exit from the reseller agreement.

The results were significantly improved customer and colleague service and satisfaction.  Additionally, we improved project estimation and delivery capability (right first time), leading to improved credibility with and confidence from across the business.  The clarity we brought around process performance also improved overall delivery efficiency and effectiveness, leading to a higher proportion of projects being fit for purpose, on time and on budget.

We also resolved a number of ongoing issues, including: the lack of appropriate collaboration tools and ways of working; poor communication of requirements, progress and expectations; the lack of sufficient change program and technology delivery subject matter expertise and experience; and having insufficient good data and reporting tools.

Delivering a new technology platform for MoneySupermarket.com to help UK... (Reveal More OR View Full Page)
Situation

By the end of 2013, MoneySupermarket Group (moneysupermarket.com, moneysavingexpert.com and travelsupermarket.com) had grown to provide UK households with over 50 different products to help save money. However, each of the products had been built separately on old and increasingly difficult to maintain technology. There was also no single view of a customer, and each time a customer wanted to use a different product, they had to re-enter all their data again. Back-office processes were also very manual, and at risk of data errors.

Task

I was asked by the Group CIO to help develop a new Technology Strategy, and then to implement it. It was clear that they needed an entirely new platform architecture, data warehouse, and content management system to enable a personalised, omni-channel customer experience. 

Action

I spent the first 3 months working with the leadership team to develop the new Technology Strategy. We analysed all the pain points and opportunities for improvement, and designed a new micro-services based architecture, together with a roadmap to implement, that covered technology, processes and people.

We selected the technologies to use, and also restructured the product engineering teams to be truly agile teams, capable of taking ideas and putting them live. We implemented continuous integration/continuous deployment pipelines with full test automation for each team. We ensured that every team had a Product Owner that had access to all the customers and data they needed to identify, agree and prioritise new ideas and opportunities to generate business value. We greatly enhanced cross-business collaboration, communication and buy in, by working collaboratively to agree and define actions and a feasible roadmap for implementation.

We also made extensive use of customer feedback to gain context and insight to enable faster, more informed decisions and actions, which resulted in improved internal satisfaction, loyalty and customer value.

Results

The new technology platform has delivered critical assets for MoneySupermarket Group, and they now operate a modern cloud-based technology platform offering security, stability and scalability. They have built API service layers to power their own sites and enable commercial partnerships. Significantly they now have a single view of our customers across their key interactions, which will allow them to serve those customers better, and therefore to help those customers save more money.  In 2019, MSM helped their users to save an estimated £2.0Billion on their household bills.

Value was delivered by;

  • Improved business agility and ability to rapidly respond to change and opportunity, which has led to increased customer acquisition, advocacy and lifetime value
  • Fostering a human centric, transparent, trustworthy and agile culture, which has led to more satisfied and engaged employees with increased retention and productivity
  • Developing and executing a viable, scalable and actionable roadmap to deliver innovation and change, resulting in the successful, timely delivery of evidence based transformative change

Pains relieved included;

  • Inefficient operating model, lack of business agility, and a lack of customer insight

Roles & Results

Trader Corporation (autoTrader.ca) - Vice President Portfolio Delivery (Show / Hide Details)

Requirements / Actions
Accountable for introducing and embedding a new Agile OpModel across all Product Engineering teams
Delivery and Achievements
Within 9 months of starting the program, time taken to release work had reduced by 50%, quality issues had reduced by 67%, and efficiency had also increased by over 200%

Trader Corporation (autoTrader.ca) - Vice President Portfolio Delivery (Show / Hide Details)

Requirements / Actions
Accountable for strategic transformation programs
Delivery and Achievements
Significantly increased EBITDA by migrating customers from 3rd party product to new in-house platform. 1,000 customers successfully migrated in 9 months, increasing the enterprise value by $240m+

Trader Corporation (autoTrader.ca) - Vice President Portfolio Delivery (Show / Hide Details)

Requirements / Actions
Accountable for all Digital Delivery from the Product Engineering teams
Delivery and Achievements
Delivered a new inventory management platform to enable 4,500 car dealers to self-manage their inventory. New platform launched within 10 months; customer migrations completed within 11 months

Trader Corporation (autoTrader.ca) - Vice President Integration (Show / Hide Details)

Requirements / Actions
Accountable for strategic transformation programs including significant M&A activity
Delivery and Achievements
Acquired and integrated a website platform developer to replace a third-party resale model. Acquisition closed within 4 months. Oversaw the acquisition and successful integration of the new company

Trader Corporation (autoTrader.ca) - Vice President Integration (Show / Hide Details)

Requirements / Actions
Accountable for strategic transformation programs
Delivery and Achievements
Launched & operationalised in-house digital media agency and products, TRFFK.ca. Generated $10m of annualized revenue run rate within 12 months & achieved margin target, then optimized costs

Trader Corporation (autoTrader.ca) - Vice President Integration (Show / Hide Details)

Requirements / Actions
Accountable for strategic transformation programs including significant M&A activity
Delivery and Achievements
Acquired & integrated digital advertising company to boost in-house knowledge (acqui-hire). Acquisition successfully closed within 3 months. Oversaw the acquisition & integration, retaining key staff

KPMG / Cheque & Credit Clearing Company - Transformation consultant / Program manager (Show / Hide Details)

Requirements / Actions
Led the end-to-end solution, testing and risk mitigation workstreams, ensuring a successful delivery that met the requirements of all the regulatory authorities
Delivery and Achievements
Recovered a troubled digital transformation program to successfully launch cheque image clearing in the UK. The Test team won the European Software Testing Award for Test Management

Cygnet Healthcare Ltd / Universal Healthcare Services inc - Program Director (Show / Hide Details)

Requirements / Actions
Lead a post-acquisition carve-out into a stand-alone new business
Delivery and Achievements
Successfully carved-out the 80 healthcare sites acquired on time, with no service disruption. Designed the transition strategy, developed and managed the transition plan, liaised with CMA

MoneySupermarket Group - Head of Technology / Transformation Director (Show / Hide Details)

Requirements / Actions
Design and deliver 3-year Technology Strategy to improve group-wide product capability enabled through technology
Delivery and Achievements
Led the 3-year strategy execution program for a £100+ million digital transformation. Delivered a new platform architecture, data warehouse, & CMS to enable a personalised, omni-channel experience

Services Simon Manages

Service Icon Merger and Acquisition support and Post-Acquisition Integration (Reveal More OR View Full Page)
Summary

This service focuses on accelerating success for Delivery Focused Leaders and also for leaders responsible for Innovation or Digital Business Transformation

Industry Experience

Technology

Financial Services

Telecommunications

Business Services

Media and Entertainment

Retail and Consumer

Healthcare

Insurance

Banking and Capital Markets

Private Equity

regional Experience

Europe

North America

Asia