We had mentoring engagement to conduct a business turnaround, and provided techniques to reshape and revitalize the business. We reduced complexity and created simplicity, effectively managed scope creep, avoided losing key people by reskilling and retraining, and reduced time wasted to deliver value with prioritised delivery of the right things at the right time.
Presentation to Network – Sqwyz Transformation Temporary Network formed during COVID-19
Part of the Leadership Team for shaping ‘Sqwyz’ – A network of professional transformation experts formed during the pandemic. A presentation delivered to the Sqwyz Transformation Community Network regarding the impact of COVID-19 on people/behaviours and incorporates best practice in implementing a Smarter Working Programme involving over 5000 staff.
Led delivery of a £12.5m Property Rationalisation Transformation Programme involving 5000 staff – Case Study Included
I was asked to lead one of the most challenging, complex Transformation Programmes of change involving New Ways of Working (Culture Change), buildings rationalisation and creation of Community Hubs, for a Local Authority involving, People (over 5000), Place (35 buildings) and Technology (Windows 10, Office 365, Wifi telephony, MFD’s – Training all staff).
Sales transformation for hospitality staffing platform
The CEO needed an interim growth lead to support with a sales transformation in the build-up to peak demand season.
Sales transformation for hospitality staffing platform
The CEO needed an interim growth lead to support with a sales transformation in the build-up to peak demand season.
Digital Transformation at University of Manchester
Students and staff have high expectations of the technology that the university should provide. The reality was often disappointing. In particular, students had much better technology on their phones than the university was providing and staff costs were high through poor process and manual activity.
Scaling with CRM: Pivoting for Growth
Upon being informed by the CEO about a necessity to simplify their database for scalability to meet growth plans, the VC conducted a review. They remained partially convinced. My organisation, as recommended by the VC, stepped in for a consultation. Within a brief conversation, it was evident that a comprehensive review was essential. The discovery...
Digital Transformation Project at DWP
A 180 degree change in IT strategy in Central Government resulted in the decision to stop the outsourcing of IT and instead to bring everything in-house. This included the development of new services as much as possible using in-house staff and the introduction of the Agile methodology. It also meant more competitive tendering for additional...
Third party exit and transition to new supplier
The CIO had a failing supplier relationship and major dissatisfaction for key stakeholders on the quality of customer experience.
Programme Rollout Support Team
Healthsystem was converting their EHR and needed go-live support for their operational departments to streamline adoption.
