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Interim Manager

Work Experience

BUSINESSHR LIMITED JUL2001 – FEB 2002
Interim Managing Director

Responsible for all aspects of financial and cash flow management, investor relations, product development, pricing, sales and relationship management. Critical business analysis and implementation of cultural change programme.

· Redefined product sets, pricing structure and service offering
· Developed e-commerce model and refined distribution strategy to include small and large corporate entities.
· Achieved 50% reduction in monthly operating costs.
· Met revenue forecasts within budget and revised P&L/cash flow projections
· Introduced lead generation and activity management systems

LONDON ELECTRICITY PLC APR – JUL 2001
Interim Agency Sales Manager, Residential & Small Business Acquisition (South West)

A holding role responsible for all aspects of relationship management and account management activities with contracted agency.

· B2B product launch, contract design and project management
· Audit and compliant practice sign off
· Sales approach, coaching and scripting
· Process support and training

BUSINESSHR LIMITED FEB – APR 2001
Interim Business Development & Consulting Role

Businesshr is a specialist human resources (HR) advisory service for small and medium sized enterprises (SME’s). The service is offered via access to a team of CIPD qualified HR advisors, and its website (www.businesshr.net), which allows subscribers to download hundreds of HR related documents.

An initial brief to look at product positioning within the Financial Services sector. Consult on most appropriate routes to market, pricing and customer engagement. Seek out potential channel partners, negotiate and agree parameters for strategic alliances and partnerships.

CATTLES PLC (REEDHAM FACTORS LIMITED) OCT 2000 – JAN 2001
Interim Sales Director

A holding role pending the appointment of a full time Regional Managing Director. Overall responsibility for Client direct & Intermediary sales, the latter via Accountancy, Insolvency Practitioner & Commercial Finance Broker introductions. Concentrating on the top line, added value given within key strategic areas of Distribution Effectiveness, Technology Support and Customer Relationship Management. Specific deliverables have included:

· Introduction of Best Practice/Personal Performance Plans/Job Profiles/Individual Business Plans (to include Account relationship goals and strategies.
· Territory Management principles and protocols agreed and adhered to.
· Standardisation of Introducer and Prospect database.
· Development of marketing strategy requirements in advance of rebranding exercise.
· Provision of ongoing Field Support and Coaching to 7 Regional New Business Managers.
· Introduction of Activity based management system driven by benchmarks and Identified key performance Indicators.
· Service Level Agreements drawn up, agreed and implemented with all relevant functional areas of the business.
· Assessment and review of existing Sales Team, remedial training needs identified to include proposals for Sales Skills Development Programme.

LONDON ELECTRICITY PLC FEB – SEP 2000
Sales Agency Interim Sales Director

A brief to develop and implement the strategies needed to recruit and develop a highly trained, loyal, compliant and more professional Adviser force (post regulatory i.e. OFGEM visit) capable of delivering the planned profitable growth of the business – “clean bill of health” maintained throughout. Role also included co-ordination of project deliverables to the Business, including people, process and systems for launch and implementation of Business-to-Business sales. Involved programme management with considerable Client liaison to ensure achievement of desired objectives.

· Increased productivity run-rate together with numbers and quality of sales.
· Established a sustainable compliance culture following Adviser/Supervisor return to sales activities: service level agreements maintained within acceptable tolerance levels.
· Implemented a new approach to Adviser recruitment, induction and retention: best practice management processes in place and working.
· Achieved cross functional & client liaison approach to issue resolution: worked within Client/Regulator undertakings.
· Delivered value added support, coaching and counselling across the business.
· Evidenced improved operational trends within individuals and teams: operational manual signed off.
· Mobilised available resources and ensured complete alignment with corporate objectives.
· Built financial models and forecasts: worked towards desired gross profit margins and Client cost of acquisition requirements.

SUN LIFE OF CANADA GROUP 1999 - 2000
Management Consultant

Led and coordinated cross functional teams in putting together a feasibility study, including cost benefit case, for a new distribution arm. Proposition document gained Board approval as a blueprint to move forward. Further assignment involved refinement, rollout strategy and implementation plan and harmonisation with other strategic initiatives. Work involved:

· Proposition positioning to gain strategic advantage; Consumer requirements and implications for the business model; Identification of product sets and alignment of same to consumer needs.
· Business process design for both the Field and Centre; Culture definitions; Organisational structure Including description of roles and responsibilities
· Financial modelling and business case.

LIVERPOOL VICTORIA FRIENDLY SOCIETY LIMITED 1996-1999
UK Sales Development Manager

Responsible for all aspects of Business Operations, including Group Field Sales and Technology Support, Development, Investigations and Best Practice: 39 locations, up to 750 staff.

· Group Field Sales ownership for Laptop Point of Sale System; including project initiation (strategy and business requirements), package selection, functional design and cost benefit case: launch date - March 1999.
· Maintained and promoted Best Practice / Compliance culture post regulatory visit; new Training and Competency Scheme successfully implemented: demonstrated by improved standards and levels of competence: no significant breaches.
· Project managed workstreams within Sales Force Rebuild Programme: key milestones achieved within planned timescales.
· Established Business Unit, meeting need from various streams of the Group to carry out face to face investigations and redress on historical selling activities: operational April 1999 with initial handling capacity of 60 / 70 cases per month.
· In partnership with Ernst and Young, programme managed the documentation and implementation of Sales Processes and procedures to ensure a sustainable Compliance environment: 28 supporting processes and practices agreed and adopted.
· Reviewed and agreed proposals for improved Field Sales structures; integrated central support functions.

EAGLE STAR GROUP 1986 - 1995
Divisional Manager (Northern England, Scotland and Northern Ireland) 1994 - 1995
Responsible for marketing company’s product range through 7 operational centres: 140 staff, £5m budget.
· Successfully managed two distinct sales operations.
· Maintained budgetary cost controls through monthly Regional Centre reviews; operated within 85% budget.
· Project managed Assessment Centre approach for management appointments; adopted as corporate programme.
· Key role in successful accreditation of Training and Competency Scheme to conform to new PIA guidelines.
· Led project team investigating intake of Novice Advisors into the industry: gained Board acceptance.
· Through cultural change, enhanced brand reputation and client relationships.
Consultancy Sales Manager (North East) 1992 - 1994
Responsible for front line Managerial Teams controlling Advisor Force, Support Staff and Appointed Representatives, including recruitment, supervision, discipline, performance monitoring and review.
· Contributed as pilot site to ongoing maintenance and development of sales systems to ensure conformity to current needs; supported “Best Practice” and maximised sales opportunities.
· Successfully integrated external self-employed sales force into the Company on employed basis.
· Ensured compliant administration through standard setting to reflect changing legislation; achieved clean regulatory audit report.
· 107% premium income objectives achieved within revenue budget; qualified for Internal Achievement Forum.
Branch Life Manager (Exeter) 1989 - 1992
Responsible for managing 3 distinct distribution channels throughout Devon and Cornwall.
· Successfully relocated office, maintaining team loyalty and morale.
· Achieved significant new business growth: 128% over two years.
Broker Sales Consultant (Manchester) 1986 - 1989
· City Centre Panel development resulted in qualification for International Convention based on
first year premium income (Best Newcomer nationally 1987).
· Top 20 National Qualifier International Convention (1988).
NATIONAL WESTMINSTER BANK PLC 1978 – 1986

Education

MLIA(dip), MCMI

Skills

* Managing people through complex business changes; evaluating performance; taking tough decisions in restructuring situations; coaching and counselling with proven track record in succession planning and team building.
* Co-ordinating and implementing corporate project plans to meet key strategies; developing and implementing operational plans to meet and exceed targets.
* Evaluating monitoring and controlling new business opportunities; operational budgets; impact of regulatory requirements: deploying proven sales and activity management techniques.
* Creating and leading business management teams capable of providing quality customer service; identifying goals and achieving profitable results within tight cost parameters, whilst motivating through periods of rapid change.
* Communicating at all levels internally, with customers and other external third parties; presenting at Board meetings and in conference environments; negotiating and influencing with key account responsibility.

Other

Management Consultant & Interim Manager with extensive experience in the Financial Services & Utility sectors at Board and Senior Sales Management level and across Multi Distribution Channels. A successful record of achievement includes the integration of different sales operations, leadership of multi skilled teams, and strategic contribution at board level with an approach totally focused on continued improvement to quality and customer service.

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