HiveRank (889)

Stuart Webb

Associate HiveMind Expert


Bringing success, agility and pace from boardroom to shop floor. achieving your success

In a nutshell

Strategy & breakthrough adviser | innovation nucleator


Fully Available Immediately


Derby, United Kingdom




Benefits Management

Business Change Management & Communication

Enterprise and Business Architecture


innovation management

Nominated by

user image Amanda King

HM Expert since

Friday February 03, 2017


Thanks for reading my profile.I have years of experience in leading executives through establishing business improvement and increasing innovation (using techniques such as Lean, six sigma, robotic/intelligent process automation); leading teams to improve and embed excellence in new processes and digital channels and new information systems – and translate that into continuous sales and earnings growth. I builds high engagement with managers, delivering multiple strategic and tactical improvement initiatives and builds plans which quickly focuses staff on the delivery of agreed actions. I get results through visible and practiced skills; in leadership, communication, presentation, people/stakeholder management, negotiation, motivation and lateral thinking while acting as coach and reverse mentor to senior managers being exposed to major change programmes.WHAT I DO : Emphasis on releasing profit and innovation which is hidden in the organisation, whether that organisation is big or small.MY APPROACH is based on three things:- Do the right things in the right way focused on what the customer needs- Get managers and business leaders really connected with the rest of the people in the organisation and their customers so that everyone is driving the business forward- Make sure the IT systems supports the business and add value (not the other way around).

Stuart's STAR Stories

Bring control to an organisation which was in merger and... (Reveal More OR View Full Page)

Downward pressure on costs, changes to the marketplace and increasing corporate intrusions was turning this the supply chain business into a commodity and the Board realised they needed to raise their game. Through acquisitions, the supply chain business took control of a software house with a system in the end-client for its service and two procurement businesses. This meant that it had data from the manufacturer through to end customer which enabled them to understand the buying decisions of the customers and could then advise manufacturers on their strategy, adding value at every touch point.


Establish a PMO for an organisation with no project management experience, develop a methodology and train out to naive project managers, and initiate a programme to merge four organisations (a supply chain business, software house and two procurement businesses). Objectives of the merger – to double operating income, double turnover, become a data-driven business and be branded as one.


-Controlling costs and delivery without compromising quality

-Increased planning and forecasting efficiency and effectiveness

-Increased visibility of benefits realised from delivery of projects

-Increased transparency of costs / effort

-Increased insight from visibility of Portfolio Data

– Defined and rolled out the project management methodology to naive project managers

– Initiated projects for changing the business sales strategy moving towards an account management model (including innovation of new products)

– Defined the data architecture to deliver value through data-driven decisions.

– Installed automation software to bring control to governance and increase the visibility of progress and issues to the Board with transparent reporting.


Brought initial pace and agility to the programme. Clarified purpose and processes. Worked with third-party suppliers to ensure alignment and reverse-mentored incumbent Head of Projects to become the Programme Manager

Agile Software Development Implementation (Reveal More OR View Full Page)

This software house which produced software where 100% reliability was a critical element in service and operations was losing money as client’s budgets shrank and time to market became a key imperative


Introduced agile software development to the organisation, by refocusing teams on understanding the Client’s requirements earlier in the software development cycle.


Taught principles of Lean-Agile development to Board and introduced principles of governance and reporting for new SDLC. Produced and got buy-in for the business case.

Coached and mentored project management team and team leaders in the new approach and taught reporting and governance process (SCRUM) and mentored team leaders and managers to certification.


Reduced new product development costs by 30% and reduced time to market from 9 months to 3 months without degradation of quality.

Business Merger – Streamlining, Change and Improvement (Reveal More OR View Full Page)

As a result of a merger, this programme brought together the legacy ways to purchase all IT hardware and software into a single new process and then over the next twelve months worked with a near-shore outsourcer to define and test a new system which would deliver the process and benefits required by the merger saving about 70m per annum.


Establish a programme to bring the benefits of the merger to the procurement of IT hardware and software for back office, front office and retail businesses.


Initiated the programme, assembled team of subject matter experts, project managers, analysts to define the new process and new system.

Streamlined purchasing of IT hardware and software into the single new process and then collaborated with European outsourcer to define, test and transfer to the new system that would deliver process/benefits required by the merger.


Maintained progress of the delivery over two-year programme, ensuring costs were within control and timescales were achieved.

Rolled out business change, communications and training to 20,000 users, devolving management processes and responsibility, and removing the risk of data breaches by tightening up data control.

Cost Reduction Strategy (Reveal More OR View Full Page)

This utility needed to demonstrate to the Regulator that their business plan for the period 2020 – 2025 had challenged the frontier of efficiency across the business and had maximised innovative new technologies which would improve customer experience, the resilience of the business and water supply and reduced the customer bill to a minimum.


Initiated a programme to identify cost-saving opportunities. Introduced robotic process automation project to reduce costs.


Benchmarked the business to identify areas with Identified areas with

significantly increased costs and developed strategy for increased efficiency, innovation and use of supporting technologies for the 2020 – 2025 business plan.

Introduction of an agile delivery pilot of robotic process automation

for procurement, customer services and accounts payable processes and then established framework (governance of process mapping, business case rules) and recruited two permanent staff for further roll-out of this technology.

Reviewed supplier contracts and helped the organisation to understand ways to reduce the costs of contracts. Established and gained buy-in from line managers for the blueprint of the transformation for the 2018 – 2025 operating period. Managed Board to adopt recommendations of report and transformation programme.


Reduced costs by 50% in finance processing by writing supplier selection criteria, selecting the supplier and introducing a pilot

of robotic process automation for procurement, customer services and accounts payable processes. ; used incremental savings to justify early expenditure on the programme for 2020 – 2025

Established transformation programme for increased efficiency in shared service function and in capital project delivery reducing

totex by 20%, introducing new financial management approach and reducing bad debt

Introduced the framework which increased innovation in customer experience, production and asset management.

Cultural Change Programme (Reveal More OR View Full Page)

The Corporate credit card business of this credit card business had a poor digital experience for small and large businesses. To address this, and as a step to digitising the experience, a programme was established to examine all processes within the business, to map them, look for waste and opportunities for process automation and to ensure alignment of the process mapping with the development of the new systems.


Reporting to Managing Director of Transformation with a programme budget £2m. Establish the cultural change and gain buy-in from back-office business managers and contact centre team leaders. Acted as the interface to the IT development team to ensure requirements capture was accurate and realistic.


-Controlling costs and delivery without compromising quality
Management of a team of Accenture and Cognizant Project Managers and Process Consultants. Transformed the Global Card Payments business as part of the major transformation ‘Go To Digital’ programme of the bank.

-Capability to demonstrate the benefits realised and ROI
Establish a cultural change programme for the senior management team.

-Increased insight from visibility of Portfolio Data
Establishing process champions and process owners and coaching Green Belts to drive cultural change to ensure efficiencies were maintained. Introduced award programme to gather ideas and defined reward for best ‘self-solve’ suggestions, used ideas generated to manage 131 process changes.


Value was delivered by;
-Able to Clearly Demonstrate Value to the Business –

Saved £1.6m p/a by optimising processes, right-shoring by restricting payment handling process, moving activities on-shore or off-shore and changing KPIs.

-Higher proportion of projects fit for purpose, on time and on budget

Pains relieved included;
-removed poor project/portfolio pipeline planning and estimation process
-removed lack of clarity or understanding on operational readiness requirements
-eliminated weak project prioritisation, approval, compliance and sponsorship

Left a legacy imprint by developing a balanced scorecard and establishing Champions steeped in the cultural change that had been rolled-out in all operational areas.

Development of Accurate Reporting Framework (Reveal More OR View Full Page)

This utility was at risk of a large (£10m) fine for misreporting on its spending against assets and performance each year to the regulator.

In previous years this utility had reported incorrectly and was subjected to a warning that further reports required a high degree of accuracy.


Introduce quality standards and managed the creation of an accurate Annual Report, which would result in no fines or penalties being applied.

Introduce a data review of all departments, service and usage to understand the risks in order to reduce the risk of misreporting.


Established programme governance and reporting structure with appropriate quality gates to ensure annual report was produced reviewed and signed-off by Board with appropriate time to brief all Directors and NEDs

Initiated and managed a project to analyse the data paths from source to report and analyse the risks of transforming and storing the data at each point. Develop a plan to mitigate any risks of misreporting at these risks points.


Introduced quality standards and managed creation of an accurate Annual Report to the Regulator to prevent potential fine of £10m.

Implemented data review of all departments, service and usage, to reduce the risk of misreporting and introduced new data architecture.

Introduced new reporting governance saving £12m in further annual reporting costs.

Development of Innovation Framework (Reveal More OR View Full Page)

This utility was required to track and report on innovation spend and demonstrate the benefits derived from the money spent.


Initiate a programme to gain a better understanding of new innovation investment, in order to align with business benefit and return on investment.


Initiated programme and reporting governance/structure.

Coached naive project managers who had no experience in project reporting and governance


Refocussed team behaviours and objectives on benefit-realisation greater than 10%, resulting in savings in excess of £5m

Developed visual management hub – tracking activities completed, next activities and costs

Coached 5 new Project Managers, in how to deliver successful capital project management, to pre-aligned parameters and to deliver on

time and on budget.

Roles & Results

Angel Springs - Finance Transformation Programme Manager (Show / Hide Details)

Requirements / Actions
Engaged to remove risks associated with Brexit and in response to VC requirements managed the transition of the finance department
Delivery and Achievements
 Reduced IT costs by £20k p.a., reduced costs of finance department by £100k p.a  Delivered project 4 weeks ahead of schedule

MWI Animal Health - Transformation PMO Manager (Show / Hide Details)

Requirements / Actions
In response to VC requirements to gain market share managed merger of four companies with the aim of doubling operating income/turnover
Delivery and Achievements
 Defined the data architecture to deliver value in data-driven decisions, and installed project automation software to bring control to governance and increase the visibility of progress/issues

Services Stuart Manages

Get your Projects on Track (Reveal More OR View Full Page)

When projects go off track it’s important to clarity of thought and root cause analysis to determine what can be done to get things back on track.

Project governance design workshop (Reveal More OR View Full Page)

4 -6 hours to bring clarity to the project formation process