Projects

The following are some examples of the types of projects I have worked on:

Local Authority Co-operative Planning /Alternative models for fully funded LA service provision

Local Authority spending cuts mean more are turning to innovative ways to keep services fully engaged without increasing costs but rather reducing them. The new coalition government is also now promising to support public sector workers to form co-operatives for some departments or services. 
I have worked with teams in Local authorities to examine the potential for new models of working and helped them move towards fully traded services, with the option of creating external trading vehicles for their initiatives in the longer term, using current legal advice where needed.
I understand Local Authority cultures, issues, constraints and the decision making process. This understanding is invaluable when it comes to proposing different solutions and how they can be implemented, ensuring the support of stakeholders throughout the process.

£20m Company Transition with 400 staff
An existing £20m company providing training and allied services to the public sector faced a significant change in its funding source.
I worked with the board and key stakeholders to develop and deliver a transition and operational plan to move the company’s resources to be partly under Local Authority ownership, and partly in a new social enterprise. All parts of the business had to be transformed, including IT, premises, staffing, branding and communications. Throughout the year of transformation, stringent KPI levels were improved, and the services exceeded their performance targets. The activities were handed over with assets and 400 staff were TUPE transferred to the new organisations, all within the planned timescales and without loss of service. 

Strategic Alliances
Working with the board and senior management of a UK plc, a coherent strategy and plan was developed to leverage relationships with their top five suppliers and sales partners for relationships turning over in excess of £1bn.
A strategic alliance approach was adopted, and I worked with the senior management in each of the companies to develop the business rationale, tangible deliverables of the relationships for all parties, and the formal framework agreements for their individual organisations. These auditable plans produced an holistic approach to the relationships, so the partners were able to both fix thorny operational issues in an unemotional and productive way, whilst at the same time creating new business ventures for reasons they fully understood and supported.

Business Process and Capacity Improvement
A £30m UK subsidiary of a US parent technology company had a sales operation that had more capacity for growth, without the ability or requirement to increase headcount or cost.

Working with the management team I identified the deficiencies in the existing organisation and concluded with them that processes and skills could be improved. The core sales processes were mapped, documented and loaded onto improved internal systems to reduce cost. The managers in the business were coached and trained to use better systems of staff coaching and performance management.

Sales Force Segmentation and resource realignment
A £40m UK electronics distributor employed a diverse sales team across several types of channels. There appeared to be inefficiencies and competition for customers between the teams.

Working with the sales teams, senior management and most importantly their customers, I helped the team to create a vision for the sales front end of the business.

The company realigned its sales resources to how its customers wanted to be managed, the resources they needed, and their profitability.

Detailed business plans were then developed and delivered, to ensure the organisation became stabilised and sustainable in the long term.