The client enjoys a market leading and deserved reputation for customer focus. It had recently created a Customer Service & Operations division to provide all back office fulfilment activity across its key product range through +/- 5000 FTE and multiple sites. Through its forming stage, it became clear that cost and processing efficiencies were needed...
Infrastructure Programme Contract Close & Programme Delivery
IT Services business (Optimity) and its client (Here East) were in dispute about a new project to provide the network infrastructure and connectivity the Olympic Park for Here East and Plexal. They could not agree the design, contracted terms and penalties for a multi million pound work programme.
Services Agreement Dispute
Managed Service Provider was in dispute with Client over poor delivery of services and at risk of contract breach and termination for a contract valued at £1M per annum.
Benefits Management revised divisional strategy – identifying opportunities for change and development
The Data, Insights and Statistics (DI&S) division of a national public sector body underwent a substantial transformation as part of the major corporate re-structuring exercise. In the era of Big Data DI&S was seeing radical changes to the scale and types of data it collected, the ways in which that data could be processed and...
A new Shared Services business model for US investment bank
An American investment bank was looking to reduce its European cost base. I was leading several projects sponsored by the Vice President responsible for Finance, Admin & Operations (FA&O) and over the course of a few months, he and I came up with a blueprint for a new business unit which would enable them to...
Transformation program brings British fashion company into the 21st century – and the FTSE 100
The client was a business whose rich history dated back to Victorian times but was still described by analysts at HSBC as “immature”. Nowhere was this description more accurate than in the processes and systems that had evolved, by the mid-2000s, into a costly and inefficient infrastructure, entirely at odds with the ambitions of the...
Smiths Group breaks the mould as its IT department becomes a standalone business unit
Smiths Group, a FTSE 100 UK-based manufacturing and technology group with five global business units, had historically operated a classic small conglomerate model, with each Business Unit owning its own suite of back office services to make disconnection relatively straightforward in the case of a sale of a division. A new CIO came into the...
Reduce defect backlog by 70% and provide strategy to prevent rebound
The divisional director needed to improve production cadence on the company’s market leading HR software, but previous efforts were hampered by high incidence of defects. Having already engaged consultants, and technical experts, the team were still unable to pinpoint the root cause. This had led to a number of theories, which were damaging team cohesion,...
Graduate Scheme design and implementation
Recurring budget secured for employing graduate engineers, opportunity identified to develop this into an aligned graduate scheme to benefit both the individuals and the business
The Road to Operational Acceptance
The business units needed confidence that a critical project could be delivered by an offshore supplier following a contractual agreement. To date, the supplier had only been given non-urgent tasks as part of the knowledge transfer, but to achieve the projected ROI documented within the business case, it became necessary to significantly increase the amount...
