The CTO of a Tier 1 bank wanted to start moving towards “Netfilx style” Microservices. The first use case identified was a “Watch List Management Microservice” to address issue with list management across Financial Crime Risk and Compliance. I was asked to lead the Microservice programme for the bank.
STAR Stories Indi
Product owners increase sign off on changes “In quarter”, from ~30% to ~70%
The division was challenged by the VP to increase the proportion of successful project outcomes on a quarterly basis. The number of projects which were not delivered in-quarter was hurting brand perception, and affecting sales. With teams in four countries, delivery was out of step with expectation, and although teams and individuals worked well, the...
Improved Relationships with your Suppliers and Business Partners
Blue Chip Company Category and Procurement Team failing to deliver expected cost savings. Poor internal reputation amongst key stakeholders and business partners due to poorly structured contracts and failure to drive improvements and deliver innovative solutions with 3rd Party Suppliers, resulting in risk of undermining company’s competitive advantage. Low moral and motivation of staff within...
Healthcare Takeover Success Against The Clock
The Healthcare country manager had won an outsourcing contract providing medical devices to patients in a major council and needed help incorporating this patient service into their business in just three months to meet the contractual timeline.
Leveraging Language to improve Delivery efficiency and effectiveness
The client had a digital transformation taking an on-premise system into a new cloud implementation. The user base was circa 20k and across several countries. It had a business case approved that was found to be in need of additional funding for unknown cost elements that appeared later. The programme team was deliberately skinny to...
Helping Dreamland trade safely over their peak season in the Summer
Outdated infrastructure and wrong IT team profile meant Dreamland was at serious risk ahead of their peak season in 2019
Building the capability to double a retail business in 5 years
As part of their growth strategy, moving from a predominantly UK retailer to a global brand, Superdry had plans to double in size over a 5 year period from 2014, but did not have the ways of working, processes or infrastructure to support that growth. Projects had also typically been run within individual departments, frequently...
How to Liberate >10% of the Organisation’s time to focus on Added Value Activities
CPO concerned about the organisational challenge to focus staff on strategic, value adding procurement. “Many companies are unaware of how their staff actually spend their time and the proportion of staff time spent on value adding activities. Senior managers are often unaware of how their actions generate non-value adding work.”
Category Contract Portfolio Optimisation – 15% fewer Contracts, Saving 10% Staff Time, 5% Costs
CPO receiving complaints from senior business leaders confused about who in Procurement to contact for support and below plan delivery of bottom line savings. Data showed expanded contract portfolios, fragmented procurement support and a time constrained procurement organisation, delaying the completion of value adding activities
Large Entertainment Organisation- Deep Dive, Digital Strategy and Delivery and OD
Executive Summary and Challenge My client, a large entertainment organisation required an overarching architecture assessment of 25+ of its core business applications legacy estate. A programme of projects was in flight, some projects were on track, other tracking significantly behind, a full review of its state of operations were required to address gaps in service...
