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...
To turn-around a mobile payments Fintech in order to enable its sale by a P/E house
I was recruited by the new CEO of this Fintech to form part of his 4 person turn-around team (others being Head of Legal and the COO). The firm developed its software in Oslo and sold to clients from its Dubai office. The Head Office was in London. The aim was to improve the firm’s...
Enabling a Global bank to be compliant with new European regulations (PSD2)
This tier 1 global bank bank had to be compliant with the EU’s second Payments Services Directive (PSD2) by January 2018 in seven European countries, including the UK.
Build an MVP (Minimum Viable Product) for a Fintech in the Deposit market
The aim of this successful German fintech is to scale its third party lending transaction volume without having proportional increases in costs.
Creating a new UK bank for SMEs
To build an ethical bank offering lending products to the SME market.
