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Management Consultant

Work Experience

Experienced in operating at board level, I currently work as a Managing Consultant within Cap Gemini Ernst & Young’s Consumer Products and Retail group. After 5 years in consultancy, I am practised in the development and management of key accounts, sales of professional services and pursuits, on the ground programme management and the advancement of strategic initiatives. My specialisms include change management, process redesign, supply base development, logistics and supply chain, promotional effectiveness and all aspects of the marketing mix across the consumer products sector. As part of the Senior Management Team, I am responsible for the professional development, counselling and mentoring of a number of colleagues.

Account Manager (Cap Gemini Ernst & Young) – July 2000 – Present

My role as Account Manager for two brown goods manufacturers and a major £8bn UK retail conglomerate has resulted in consultancy sales in excess of £2m between July and December.

Managing Consultant (Cap Gemini Ernst & Young) April 2000 – January 2001

Client: eFulfilment Services Company
A new company set up and wholly owned by one of the UK’s largest catalogue retailers required support to develop their on-line end-to-end customer solution. Services included web design, credit management, back office outsourcing, call centres and home delivery. The work involved the management of a joint client and consultancy team. Deliverables included:
Development and implementation of new commercial processes across all services
Creation of the new business infrastructure with prioritised transition plans
Development of a current state cost model to enable accurate costing of individual services
Coaching and supporting the Sales Director and the Commercial Director
Development of a pricing strategy with clear price positioning by service bundle

Senior Consultant (Ernst & Young) May 1997 – March 2000

Client: Global Hard Drive Manufacturer (Singapore)
As the hard drive market continues to consolidate and product life-cycles decrease, the client required improvements in the responsiveness and efficiency of the main Singapore plant using lean manufacturing techniques. Deliverables included:
Implementation of a pull system in the clean environment and test areas
Productivity improvements generated through the kaizen methodology
Implementation of a performance management process at shop floor level
The programme yielded:
Increase in drives/direct labour from 229 to 553
Reduction in WIP from 6.3 to 3.1 days
Increased rework capacity by 33%
Development and training of 273 employees

Client: Leading UK Builders’ Merchant
With increasing pressure from the DIY retailers the client required a review of their pricing strategy. Deliverables included:
Developing a strategy with the client enabling more effective targeting of the different consumer types
Providing a clear and consistent pricing framework enabling flexibility at branch and margin protection
Re-positioning the list prices of 20,000 SKUs
Client: Largest Funeral Services Organisation in the UK
Pressure for profit improvement coupled with increasing competition from new entrants required the introduction of an efficiency and cost reduction programme. Having secured the sale, I managed a team of 8 consultants and several full time client staff across a number of workstreams. Deliverables included:
Sourcing: establishing a supplier development programme to improve supplier service and reduce cost
Manufacturing: reconfiguring 2 coffin manufacturing plants and developing a new remuneration scheme
Outbound logistics: outsourcing all outbound transportation to over 400 UK customers
Process improvement: redefining support processes such as order to cash, purchase to pay, and accounting to reporting
The programme yielded annual savings in excess of £800k per annum.

Client: Global Brown Goods Manufacturer and Wholesaler
Poor product availability and escalating logistics’ costs required a Pan-European integration project to rationalise the current logistics infrastructure and centralise the EC stock in one location (for distribution throughout mainland Europe). Deliverables included:
Managing a tender process for both warehousing and transportation throughout Europe
Developing a new European logistics entity (involving tax, customs, audit and VAT specialists)
Supporting the client during contractual negotiation with the third party provider
The programme yielded savings in excess of 4.5m Euro per annum.
I continued as part of the steering group until the warehouse was built and the solution operational.

Client: Leading National Roadside Recovery Organisation
A best practice audit of the advertising development process, its management and effectiveness, was conducted. The assessment encompassed all stages of the advertising process from objective and strategy definition, agency selection, implementation and performance measurement.

Client: Leading UK Brewer
The client had an unrivalled portfolio of 50 brands, many of which were sold through both the on-trade (pubs) and off-trade (retailers). The below-the-line promotional spend equalled £80m with little visibility of the effectiveness of promotions. The objective was to identify opportunities for improving efficiency of the below-the-line marketing spend. Deliverables included:
Obtaining a clear picture of the marketing expenditure by brand, sector and activity
Performing an analysis of the mix of spend and brand, customer and activity, and identifying areas in which to re-focus or reduce costs
Reviewing the processes for setting up, implementing and evaluating promotional activity, and identifying opportunities for process improvement

Consultant (Ernst & Young) April 1996 – April 1997

Client: Leading Global Shoe Manufacturer / Retailer
Cost competitiveness fundamentally affected this client’s profitability. The client’s purchasing techniques were exacerbating problems in product quality and availability. I managed a joint client and consultancy team to implement a supply base development programme for raw materials, finished and semi-finished product, throughout Europe, Argentina, Brazil, Thailand and India. This initiative involved a high level of supplier education within a long-established and traditional industry. Deliverables included:
A quick reduction of all prices from all current suppliers
A supplier rationalisation exercise
Development of sourcing strategies
Implementation of ongoing improvement processes and supply chain partnerships
Training and coaching of buyers throughout the business
The programme yielded initial savings exceeding £2.5m per annum, reduced the supply base by 60 - 70%, developed new service level agreements and trained over 80 client staff in the new sourcing techniques.

Previous Employment:
Project Manager for ASDA Stores Ltd. (November 1994 – March 1996)
Sales and Marketing Trainee for Sony United Kingdom Ltd. (August 1991 – October 1992)

Education

Academic Qualifications: BA (Hons) Business Studies

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