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Management Consultant

Management Consultant

Work Experience

Nine years experience with multi-national ‘blue-chip’ media plc:
· Senior finance roles with publishing companies to Director level with responsibility for all Finance, IT and Administration functions
· Practical experience of management in the following areas:
· company acquisition, appraisal and integration
· accounting systems specification
· development and implementation of management information systems
· company reorganisation

Seven years experience with ‘Big 6’ Global management consultancy firm:
· Responsible for managing and undertaking a variety of consulting engagements in a wide range of industries, specialising in business transformation, business process re-engineering, cost reduction and shared services
· Initial focus on activity based management methodology and its application for Companies in cost reduction and business process re-engineering
· Worked on many large projects involving business transformation, business process re-engineering or shared services generally in large joint client/consultant teams

Current (since January 1998) Management Consultant with Partners for Change:
· Project manager on a number of client assignments, relationship manager for major client accounts, responsible for development of internal knowledge management and involved in all strategic decisions as company grew
· Interim ‘Head of Finance Operations’ for a Investment Funds management company


EMPLOYMENT HISTORY AND ACHIEVEMENTS
1998-2002 MANAGEMENT CONSULTANT – PARTNERS FOR CHANGE

Considerable experience of leading projects and developing client relationships on the following assignments:

· Interim ‘Head of Finance Operations’ for a UK investment fund management company. This role was to manage a department of approx 60 staff, which had been recently set up to provide third party administration services to an investment funds supermarket and had suffered significant operational and regulatory problems. The objectives were to make major improvements in the performance, to institute a change management culture and to re-engineer processes across finance and administration. This was successfully achieved over 9 months, and handed over to a permanent member of staff.

· Process Re-engineering project for the UK division of a global telecommunications company. Many issues had been identified within the International MIS organisation of this Company relating to their inability to deliver projects that met business needs. The objectives were to re-engineer processes across the whole organisation and to provide a single system on which to track and manage work. Processes were designed, implemented gradually throughout the organisation and handed over to a permanent team to manage and improve. As a result, the total number of projects was reduced by 66% and expenditure for 2001 was reduced by 50%. A clear understanding was reached with the Business on the priorities and timetable for delivery of projects.

· Programme Manager of a Finance Re-engineering Programme for a global investment bank. A major finance re-engineering programme had been commissioned and a feasibility study had been completed. The role required was to work with the existing core team to mobilise the next stages of the programme. This included providing guidance and practical assistance with planning, programme office set-up, communications, stakeholder management, team organisation & recruitment and preparation of the required capital planning documents.

· Process Re-engineering and system design and implementation for project management across divisions in a major UK retail company. The organisation had spent two years attempting to bring four different departments together on one system to manage and track expenditure on projects, without success. The project objective was to optimise the design of a project tracking system through adopting a common process. Involvement continued in a project management guidance role through the development of business requirements and the delivery of a system, which successfully met the needs of all parties. Both existing systems were successfully phased out.

· Design and implementation of new processes for a UK based telecommunications company. The project covered the design and implementation of new business processes for a newly developed programme office, which had to be set up to manage the outsource relationship for systems management and application development services. The project involved detailed discussions with both companies’ personnel and interpretation of the contractual requirements into agreed operational processes.

· Project Manager of a UK/US Year 2000 project for a global investment bank. The role covered setting up programme management disciplines and techniques for managing a complex project. It also included developing the methodology for business process redesign of the US & UK Finance processes. The project met time and budget objectives and several project management techniques were adopted as Company best practice.


1996-1997 PRINCIPAL CONSULTANT, 1990-1996 EXECUTIVE CONSULTANT - KPMG

Considerable experience is of leading projects, or as a team leader as part of a project, on the following assignments:

· Business transformation project for a division of a major high street bank. This project developed and implemented improvements to the existing business as well as identifying new opportunities, which enabled the organisation to make a major change in the way it operated and a significant improvement in its market share and profitability.
· Business transformation project for an international media company. The first phase of this project designed the solution and demonstrated the feasibility of shared service centres across the Group. The following phase identified best practice processes, selected the software and agreed the solution and business justification (a cost saving of 30%) with the Group companies for implementation.
· Cost reduction and business process re-engineering project for a finance company subsidiary of a major high street bank. This project designed a solution, which realised cost savings of 20%, agreed a re-engineering of business processes that was implemented and led to a significant re-organisation of one sector of the business.
· Shared services feasibility study for international drinks company. This project undertook a feasibility study for a Pan-European shared services centre across production, sales and marketing business units. The project resulted in the design of processes, which would operate locally and at the service centre.
· Efficiency review for UK utilities regulator. This project was responsible for benchmarking costs and process efficiency and for reviewing future operating and capital investment plans for the electricity distribution companies as part of the price control review for the industry regulator. The project produced recommendations that led to significant reductions in price controls.
Additional experience:
· contribution to internal training manuals and courses in best practice consulting techniques
· considerable investment in management training courses (including management of change, selling professional services and presentation skills)
· computer literacy including Microsoft Powerpoint, Word, Project and Excel


1988-1990 FINANCE DIRECTOR, REED PUBLISHING SERVICES LTD

A publishing company (subsidiary of Reed International) with a staff of 110 and an annual turnover of £9-10m.
Responsible for the assessment of potential acquisitions, integration of acquired companies, introduction of strong accounting controls and the development of improved management reporting. Board responsibilities for two companies, statutory accounting and company secretarial responsibility for four subsidiaries. Fully responsible for the provision of accounting, IT and administration services. Reporting locally to the Managing Director and functionally within the Group.
Main achievements:
· maintained the overhead base of the company at its original level whilst turnover doubled in two years
· successfully integrated staff and acquired companies
· key role in Company for 6 months in absence of Managing Director
· introduced a completely revised management information system including non-financial measures
· maintained existing IT systems with an increased workload and specified a replacement system
· managed company relocation, dual site operations and company reorganisation

1986-1988 - CHIEF ACCOUNTANT, ABC TRAVEL PUBLICATIONS LTD

A newly established publishing company (subsidiary of Reed International) with a staff of 35, an annual turnover of £4-5m and an external share holding of 25%
Fully responsible for the provision of accounting, IT and administration services. Reporting locally to the Managing Director, external shareholders and functionally within the Group.
Main achievements:
· set up accounts department, manual systems and controls
· developed and produced management information for the local Board of Directors
· key part of local management team
· recommended successful acquisition to Group

1984-1986 - INTERNAL AUDITOR, REED INTERNATIONAL PLC

Responsible for undertaking a programme of audit visits completed with a verbal report to senior management. Approximately 50% of the time was spent on Group company operational assignments.
Main operational assignments:
· business plan for a plastics moulding company
· year end management and statutory accounts, including CCA and tax, for a newspaper publishing company
· consolidation of year end accounts for Reed International PLC
· management information review for book publishing company

1983-1984 COST ACCOUNTANT, WALKER CROSWELLER & CO

A shower manufacturing company (subsidiary of Reed International) based in Cheltenham, with a total staff of 300 and an annual turnover of £22m
Main activities:
· prepared monthly cost management accounts, controlled and updated 12,000 standard product and part costs
· organised and valued the annual stock take
· computerised the standard costing process and also involved in the full computerisation of nominal and sales ledgers

1981-1983 - ACCOUNTING TRAINEE, REED INTERNATIONAL PLC

Training placements with Corporate Finance department in UK Head Office and a shower manufacturing company.
Main activities:
· implemented computerisation of UK money market transactions
· introduced improvements in presentations of consolidated results


Education

Academic record:
· First class honours degree in Economics at Cambridge University (prize winner)
· Fellow - Chartered Institute of Management Accountants since 1991 (Associate member since 1985)


Skills

Business process re-engineering
Change management
Project & programme management
Microsoft Excel, Word, Project and Powerpoint
Visio

Languages

French to GCSE standard

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