Projects: as an independent consultant

(with strategy house Corporate Value Associates)

Within a central government department; a series of programmes to modernise performance and achieve efficiency gains including:

• Development and support for achievement of organisation –wide strategically focused transformation programme comprising high level road-map, transparent but light-touch monitoring and benefits realisation framework
• Design and implementation of a resource pool to enable flexible deployment of staff – including a bespoke technical competency framework
• Integration value assessment for collaboration with a unit with in another major department
  

BBC (to Director of BBC People)

• Revitalised the OD/change consultancy to deliver broad range of change projects to achieve the strategic ‘Creative Futures’ agenda and reduced licence fee settlement. These included; setting up of BBC Vision, cross-platform commissioning, Group restructuring and News restructuring
• As a full member of the HR leadership team responsible for ‘Collective Leadership’ - one of BBC People’s 5 strategic ambitions. This comprised: development of a coherent vision and story for the BBC, modernized leadership capabilities, manager training and support, improved staff engagement survey and revised performance management approach

Barclays Group (to Group CAO)

• Supporting the top 10 priority programmes across the group to ensure cross-business strategic alignment, senior stakeholder buy-in and timely benefits realisation. Difficult programmes delivered
• Programmes were extremely high profile within the bank and so stakeholder management was at the highest level. Execution and communications had to be accurate, timely and faultless
• Projects included complex regulatory change with significant IT component covering the critical banking systems. Essential to ensure, and be able to demonstrate, results

BT (to Group CIO)

• The programme aimed to transform the organisation’s IT delivery, choice of projects and cost profile. It covered some 15,000 people and was achieved through: centralisation and introduction of flexible resourcing; significant upskilling of IT professionals; agile programming methodologies e.g. Hothouses and platform; and systems rationalisation
• My role was to coach and support the Programme Director and to lead stakeholder management of the most senior business leaders to achieve and accelerate implementation

Richard Rogers (to Directors) (with The Work Foundation)

• Working with all 12 Directors developed an organisation-wide change agenda for a complete refresh
• The agenda was informed by research on the changes within the profession (in partnership with the RIBA), illustration of external best practice – brought to life with advocate visits, gathering customer feedback, surveying employees and conducting workshops on key issues with directors
• The result was a work plan aimed at moving the organisation forward significantly in its aims, behaviours and practices. The new name Rogers, Stirk and Harbour is a visible demonstration of results.

(Similar support for other organisations including NESTA, Home Office, Cambridge International Examinations, Southbank Centre, The Work Foundation and Arts and Business)

Barclays Group (to Group FD)

• Spanning all group businesses Programme Direction of a major programme to improve the effectiveness of all facets of the finance function, whilst at the same time maintaining high levels of control and reducing cost. Programme exceeded targeted savings
• Work included significant new technology, streamlined end to end processes, group-wide common management reporting, new competency model and training for finance professionals and improvement and wider use of the shared service

(Further Finance Transformation Programmes for FTSE 100 companies listed on web-site including BAA)

Barclays Private Clients (to COO)

• Acting as Client Delivery Director created a high calibre Change Delivery capability. This drew together, for the first time, change professionals from across the division
• Achieved in 6 months, the project required a new organisation design and operating model, stretching assessment centres, project transition assurance, a new externally accredited training and development framework and union consultation locally and at high level. Successful model adopted by rest of Group
• Benefits were both improved programme delivery and cost savings of multi-million pounds

Standard Chartered (to Integration Director)

• Across very different geographies working with businesses to bring together operations of two market leaders
• Assisting with project planning and monitoring to ensure delivery of promised synergy benefits

BAA (to Group Finance Director)

Sponsored by BAA Group Finance Director, acted as Programme Director of the pan-group finance transformation programme known as “Finance Futures”. Specifically, this includes all Airports (Heathrow, Gatwick, Stanstead, Southampton, Glasgow, Edinburgh and Aberdeen), Retail and World Duty-Free businesses, Heathrow Express, Terminal 5, Head Office and the shared service centre.

This programme delivered BAA’s vision of a finance function that is pro-active, customer centric, commercially astute, innovative and value-adding as it partners the business, and is supported by back office processing that is timely, accurate, efficient and cost-effective

Associate to Director of Consultancy

My role, as an associate working to their Director of Consultancy, was to assist in delivering large-scale change management projects and to build further the consultancy practice. Whilst there, I developed and delivered several programmes leading multi-disciplinary teams (research and consultancy, employee surveys).

The Work Foundation is an independent, not-for-profit think-tank and consultancy. Through research, campaigning and practical interventions, it aims to improve the productivity and the quality of working life in the UK .

The Work Foundation wants to make our workplaces more effective, more successful and more fulfilling. It does this through research and analysis about the changing world of work; consultancy and practical interventions in UK organisations; and by influencing the public conversation about work and working life.

I chose to work for the Work Foundation for a year to refresh and extend my knowledge base and to enhance my experience in the public sector.

Home Office to Permanent Secretary

For a major government department, sponsored by the Permanent Secretary aimed at achieving improvement in key areas of the department’s strategic plan including: delivery through frontline partners; customer focus and driving policy into outcomes. Work included latest research, external partnerships, high-level workshops and outline action planning.

PwC (to Partner responsible for Operations)

Programme management of a complete review of big four professional services firm's infrastructure including development of detailed action plans and business cases. The programme offered major savings, improved service to fee-earners and modernising of firm’s cultural norms.

Thames Television (to Board)

Project management of franchise application for Channel 3 license. Involving construction of a 10 year business plan and estimated “worth” of franchise together with competitor analysis and recommendations on bidding strategy.

BBC (to Director, BBC Worldwide)

For a public service broadcaster, preparation of recommendations and action plan on optimum contracting points for rights acquisition; including negotiating agreement with large number of interested parties. Team working review resulting in re-organisation that achieved improved departmental focus, better working relationship and saved money.

Legal and General (to Division Finance and IT Director)

Preparation of action plan for finance and planning function of this division of FTSE 100 client, enabling the department to become a real partner in taking the business forward.

Lombard Group (to Finance Director)

For financial services group, preparation of Recommendations and Action Plan, to tight deadlines, for step change in Group Finance Function to support company’s strategic goals.