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Management Consultant

Management Consultant

Work Experience

Independent Business Consultant (Jun 2001-current)

My assignments, starting with the most recent:

UK division of global Life & Pensions Company. The role was to support the internal project manager, using a team of business people and consultants, to re-engineer the new business/customer acquisition process to reduce costs, improve service and improve conversion rates.

UK division of global Life & Pensions Company. The role was to lead a team of business people and consultants to articulate the high-level strategy for the distribution arm, focusing predominantly on the role of the direct sales force in light of CP121, and other reviews (e.g. Sandler and Pickering.)

UK Utilities plc. A change in role, to focus on providing Change Management and Communications support to the implementation programme. In addition, providing direct support to the HR function in respect of culture change and HR strategy. This included using my own organisational survey across the business.

UK Utilities plc. Sub-contracted to a niche Consulting Firm to assist in the implementation of a new Energy Trading System. My role was to provide Programme/Project management support to the overall programme, in particular to ensure the integration of business and IT work-streams.

KPMG Consulting Jan 1996-May 2001

Assignments, starting with the most recent, included:

Investment Bank. Bid manager for the first eWorkforce engagement within UK Consulting. Delivery team member responsible for providing a common solution across HR, Finance and IT within the UK and global Bank, and for alignment with the various other global subsidiaries.

Internal Project. Leading the development of the KPMG eWorkforce solution for all Industry lines. This included technology delivery, sales and marketing material, supporting launch events and client proposals.

Cards Division of major UK Retail Bank. Bid Manager on a successful £multi-million bid, and was one of the pre-sales team to establish/mobilise the programme. Led one of the key workstreams within a business transformation programme, responsible for developing the Model Office, working with Group IT and third-party suppliers to deliver solutions as well as Programme Communications, Change Management and Organisation Design aspects of the transformation.

A UK Mortgage Bank. Responsible for turning the high-level concept for the planned ‘virtual bank’ into an operational and IT architecture that was incorporated within a Strategy paper for the Board. Worked with the internal IT team and external IT suppliers to develop an IT architecture that could support the envisioned marketing and process requirements.

A major UK Retail Bank. Conducted an evaluation of options for replacement/upgrade of core banking systems with potential package solutions to include enhanced functionality and sector trends.

A major UK Retail Bank. Leading a team of business owners, across four distinct business units, to define, agree and communicate their preferred requirements and solution for a replacement or enhanced core system to meet the needs of UK entry to EMU.

A small building society. A role on the Steering Committee of the Society to provide advice and guidance on the transfer of its core IT operations to an outsourced service.

A medium sized building society. Managing a team that reviewed the Society’s core operational mortgage processes and recommended systems, process and organisational improvements to reduce costs and enhance customer service. Worked with the Society and its systems supplier to ensure systems supported best-practice mortgage processes.

A small building society. Management of a review of the Society’s use of technology to support its core operation and it’s approach to project management.

A major computer services organisation. Over a 14-month period in Copenhagen, assisted the enhancement/development of a retail banking package, which had been originally developed for Denmark, for the UK, French and Swedish markets. This initial role was extended to take a significant role in programme management of various aspects of the release. This involved some 30 separate projects and 200 staff, and focused on defining the overall content of the initial release of the product.

The mortgage operation of a UK retail bank. Assisted with a review of the processes and systems used within the Bank to support their mortgage operation, with particular emphasis on the core systems and associated workflow processes.

A medium sized building society. Management of a review of the Society’s core systems replacement implementation project.

A Car Rental company. A post-implementation review of the company’s core systems replacement project as a result of failures in reconciliation and other operational processes.

A major Retailer. A review of the company’s plans and progress on year 2000 preparedness in support of the annual Audit process.

A leading media organisation. Managed a year 2000 assessment of the organisation’s IT systems and was subsequently seconded for a further 3 months to manage the project until an internal appointment was made.

A major UK retail bank. As part of a team that reviewed the mortgage systems strategy for the bank and its subsidiary companies to meet future planned operations. This required evaluation of potential in-house and external solutions.

A niche UK bank. Lead consultant on a business process improvement engagement that enhanced customer service and effectiveness through improved utilisation of existing systems, enhanced processes and new technology.

A manufacturing company. A review of a core systems replacement project that had been subject to a number of delays, poor project management and was heading towards a ‘runaway’ development.

A professional services organisation. A review of the proposed PC and network strategy to verify that it both met the needs of the organisation, as well as providing a future-proof infrastructure.

PRIOR EXPERIENCE:

Homeloan Management Limited, Special Projects Manager, 1991-1995

I was involved in a large number of IT and business-driven projects to support the company’s outsourcing operations. This included project managing the transfer of mortgage portfolios and Building Society processing into the company; operational reviews of internal processes and systems; a new business launch into the mortgage market for a client; and to develop the capability to support mortgage-backed securities.

Skipton Building Society, Systems Development Manager, 1990-1991

Support for existing systems whilst new systems were being developed - delivering planned upgrades and fixes to meet increasing user expectations within the Society. Since the Society was also marketing their systems and services externally, this role also required the delivery of systems against third party service level agreements.

Skipton Building Society, Project Manager, 1989-1990

I was responsible for replacing the microfilm archive by digital image, and an inter-related mail-routing/workflow system. This was a £1m project over 12 months managing internal and supplier resource.

Skipton Building Society, Branch Systems Manager, 1988-1989

Responsible for:
Implementation and support of a bespoke branch cashiering system for the Society;
Definition of an ITT, evaluation, selection and subsequent implementation of a group-wide wide-area network;
Establishing and maintaining a group-wide Help-desk function.

Skipton Building Society, Project Leader, 1985-1987

I played a major role in the design, development and implementation of an integrated Building Society system. Unisys subsequently purchased the marketing rights to the system and it is now marketed as UFSS.

Lucas Aerospace Limited, Systems Analyst/Programmer, 1983-1985

Following graduation in 1983, I joined the IT department of Lucas Aerospace where I was involved with both bespoke development and implementation of packaged payroll systems.



Education

Boarding School 1972-1979 : O and A level

BA (Hons) Information Systems, 1979 - 1983

MBA, 1993 - 1995



Skills

An enthusiastic professional with broad experience of Retail Financial Services, the application of technology, process improvement/re-engineering and programme/project management.

Focused on delivery of cross-functional solutions in partnership with the business to add value and effectively support its objectives.

Experience gained within both a business line role, professional services organisation and as an Independent Management Consultant.

Key Strengths
• Problem solving / analytical skills
• Relationship building; Strong interpersonal skills
• Leadership
• Change Management
• Project / Programme management skills


Languages

English

Other

PROFESSIONAL QUALIFICATIONS:
Member, British Computer Society, 1997
Chartered Engineer, 1997

EXTRA-CURRICULAR INTERESTS:
Business Mentor, Princes Youth Business Trust;
Golf, watching Sport, Investment, Travel and Reading

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