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Taking-on unfamiliar work and driving to conclusion: Being resilient, capable, dependable and dynamic
Whilst hired to work on other work streams for a newly acquired firm I was asked to kick-off and manage an overdue 3-system (Finance, Learning, HR) replacement RFP and selection process from ~28 vendors, and with a tight deadline!
Deliver multi-team and discipline analysis & requirements in a hostile and disorganised environment
CTO needed to complete their over-running Datawarehouse programme & deliver related technological projects (system replacement, BI reports etc) to their senior users in order to reduce inefficiencies and innovate past the competition.
Developing engagement and bringing the brand to life throughout the customer journey
The Body Shop want to be best in class across all markets in which they operate. They want to offer a service that surprises and delights customers and wanted to create a plan specifically around the contact model that achieves this ambition through their outsourced partner.
£250 million cost savings through architecture and operating model simplification for a large consumer business
A consumer business in the UK, serving 10 million customers with a complex IT architecture and Operating Model, set on a large scale digital transformation programme. However, the co-existence of the transformed estate with the legacy estate, resulted in dual technology stacks and dual operating models, along with the associated uplift in cost & complexity,...
Digital transformation of a large complex consumer business
The customer had an ambition to become the best loved brand and double its customer base. This required the customer to be able to enter new Segments, markets and business models to unlock new revenue streams with speed, and cost efficiency. This required digital transformation across the organisation
Customer experience (CX) transformation in a large consumer business
During 2003-10, my customer suffered from highest churn, and worst NPS in the market, and –ve word-of-mouth from customers due to poor customer experience. Poor brand perception became a handbrake for growth.
A Leading Indian Bank Tackles and Conquers a Technological Hurdle on the Road to $1 Billion in Profits
David, an exceptional executive director, took charge of a leading local bank in India, determined to achieve a remarkable $1 billion in profits. However, the bank faced significant technological obstacles that hindered growth and tarnished its reputation. Service stability issues plagued the trading floor, retail branches, and ATM network. Furthermore, the bank lacked essential IT...
IT operating model to support a global finance template roll-out
Recruited to join a Centre of Excellence (CoE) team helping drive consolidation and harmonisation for a global energy organisation with geographically dispersed business offices.
Focus on core business – the case for Shared Services
The company was in the consumer goods business – development, manufacturing and sales – and had legal entities in 60+ countries around the globe. The financial reporting and consolidation were standardised and centralised to some extent, but the underlying accounting was completely decentralised and in the hands of local finance directors and chief accountants. This...