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Principal Job Title
Director for customer success
1 Line Summary
Productivity. Innovation. Excellence.

Business Transformation: Passionate about releasing profit & innovation, managing change, growth & optimising business and people
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Ratings

HiveRank: Associate (439)
Country
United Kingdom
Closest Town / City
Derby
Nominated to HiveMind by

Member since: 03-02-2017
My Background Details
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).
Current Role Details
Programme Management, BPO, BPM, Lean, Six Sigma, Management Information
Skills Tags
CASE STUDIES
BRING CONTROL TO AN ORGANISATION WHICH WAS IN MERGER AND NEEDED TO MANAGE THE COSTS OF PROJECTS - Case Study: 1 of 7.

Situation
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 buying group and a software house with a system in the end-client for its service. 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.

Task
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 pharmaceuticals business, software house and two buying groups). Objectives of the merger - to double operating income, double turnover, become a data-driven business and be branded as one.

Action
- Established Programme Steering Group and acted as Programme Director to deliver a successful transition to the desired new organisational state.
- 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.


Results
Brought initial pace and agility to the programme. Worked with third-party suppliers to ensure alignment and reverse-mentored incumbent Head of Projects to become the Programme Manager
AGILE SOFTWARE DEVELOPMENT IMPLEMENTATION - Case Study: 2 of 7.

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Situation
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

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

Action
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.

Results
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 - Case Study: 3 of 7.

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Situation
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.

Task
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.

Action
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.

Results
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 - Case Study: 4 of 7.

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Situation
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.

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

Action
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.

Results
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 - Case Study: 5 of 7.

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Situation
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.


Task
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.


Action
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. Establish a cultural change programme for the senior management team. 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.

Results
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.

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 - Case Study: 6 of 7.

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Situation
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.

Task
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.

Action
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.

Results
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 - Case Study: 7 of 7.

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

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

Action
Initiated programme and reporting governance/structure.
Coached naive project managers who had no experience in project reporting and governance

Results
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.



Stuart Webb

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active 2 weeks, 2 days ago