Engaged with TripAdvisor to deliver the Viator IPO / Carve-Out and outsourcing of product design, architecture and development to reduce product development and architectural costs. Built the business case and benefit realisation case Reduced the overheads by transitioning the service offering and product to an outsourced shared services saving $25m (over 5-years) justifying the IPO...
TRANSFORMATION TO A SELF-ORGANIZING, FULLY REMOTE TEAM
CONTEXT: A large company within the financial sector realized that their silos were preventing them from keeping pace with the industry, but more importantly rendering them unable to respond to changes in laws that were coming in a year. The goal was to work in teams as opposed to silos but this was a completely...
Streamlined Global Finance Operations: 15% Headcount Reduction and Enhanced Reporting Consistency
A renowned global risk and assurance service provider was planning a transition towards a customer-centric model. The envisioned transformation involved standardising roles, processes, tools, and operations across all locations and units. The ambition extended from contract initiation to billing, collections, and reporting. A key part of this transformation was the deployment of a new finance...
Enhanced Efficiency and Value-Add: Global Finance Transformation for a Leading Publisher
A renowned global publisher had a finance team distributed across multiple locations, with over 300 members. The objective was to transition from the current Divisional structure to a global structure, accompanied by an updated business case for a pending SAP Hana upgrade.
Efficient Transformation Boosts Growth for Environmental Consulting Firm
An environmental consulting firm struggled with growth targets due to operational inefficiencies and a lack of effective collaboration between divisions and the business support functions. The business support functions were working in silos, trying to centralise too much activity whilst placing excessive demands on divisions. There was a pressing need for a new Target Operating...
Recover £100 million pound project from collapse
Public-private joint venture was close to litigation. Problems were unearthed, solved and project delivered. The joint venture was a major scientific facility. It involved one of the most ambitious automated built environments in Europe. I was asked to participate when the project was running nine months late and the parties were close to legal claims...
Business Model Revolution
Tourism is a major foreign currency earner for Britain. The BTA (British Tourist Authority, now “Visit Britain”) was charged with promoting tourism to Britain. Its funding comes from the DCMS (Department for Media Culture and Sport). The BTA was subsidising the advertising costs of airlines, hotels and others in the tourism business. The DCMS was not...
Turnaround of Business Analysis teams to eradicate delays and improve quality of deliverables to end-customer
In two different organisations I have been brought in to ‘turnaround’ the business analysis / business analyst (BA) teams. On my arrival the BA teams were causing delays of at least 2-3 months to the delivery of change projects due to a lack of quality in analysis output, and the slow pace of work.
Helping a large insurer achieve £30m savings over 5 years by better collaboration between operating units
A large, globally federated healthcare insurer wanted to create internal, ‘repeatable’ capabilities that would achieve the following goals across its country-specific operating units (OUs): (a) reduce the duplication of IT platforms supporting business-critical functions by creating one set of capabilities that can be re-used by multiple OUs (b) accelerate the transfer of knowledge and best...
Showing a global bank which cyber controls were most relevant to each business division, combining with gap analysis to drive business-focused remediation
A global bank with investment banking, asset management and wealth management arms had a high degree of scrutiny of its cybersecurity posture by regulators and external as well as internal auditors. Due to the complexity of the organisation and its technology there was a long list of compliance gaps when measured against any security framework...
