beschikbaar?

TIP: soortgelijke CVs vinden

Managing Director

Work Experience

CHUBB Plc-T/O UK£1.5bn; 52,000 employees 2001-2002
CHUBB MONITORING & RESPONSE UK-Managing Director-T/O UK32ml; 500 employees

Headhunted to create a new Division, integrating Chubb UK’s, under-performing, Alarm/CCTV Monitoring & Emergency Response SBU’s. Having secured approval for my aggressive +30% growth p.a. 3 Year plan, I established the new Division, by consolidating the fragmented SBU HQ, Call-Centre & IT functions. Margins & service levels were driven up by deploying; GPS/PDA’s across the Emergency Response fleet, IVR/SMS/e-enabled Call-Centre interfaces & Activity-Based Pricing methodology. I then re-launched the new Division, targeting Chubb’s under-penetrated FTSE 250 national account base & secured major new business wins, including: a £2ml contract servicing Barclays’ 1,700 site estate & a ground-breaking contract enabling Regus to save £1ml p.a. replacing Security Guards with remote, 24/7, CCTV Monitoring. I also developed, new Tracking products targeting the Haulage & Taxi sectors & initiated plans to launch new Dealership channels promoting Chubb’s Monitored Alarm & Emergency Response proposition to the embryonic Residential sector.

HERTZ CORPORATION-T/O US$8.5bn; 24800 employees 1999-2001
HERTZ LEASE UK-Managing Director-T/O UK£100ml; 200 employees

Headhunted to revitalise this fleet leasing outsourcer following years of stagnant growth & having lost its largest customer! I transformed service quality by; re-branding the business, developing new; e-commerce/TQM/CRM strategies & deploying Y2K systems. I also revitalised the workforce & slashed overheads by replacing the Executive team, relocating the HQ/Call-Centre & integrating 2 in-fill acquisitions. Gross margins were transformed on the back of; a radical consolidated dealership procurement programme, new segmental pricing strategies & a car-supermarket disposal channel alliance. Market penetration was accelerated by; creating new broker channels & outsourced telemarketing campaigns, supported by new; sale/leaseback & pool-fleet products. Major business wins included; +600 vehicle contracts with; Intel, Smith & Nephew, Sc Power, Hepworth & Airtours. Within 3 years I transformed profitability, in one of the most competitive UK markets, growing the fleet 50% to 25,000 units, reducing Overheads by £1ml & driving up Margins by 3% points.

HAYS PLC-T/O +UK£1.5bn; 17500 employees 1997-1999
HAYS INFORMATION MANAGEMENT-Divisional MD-T/O UK£70ml; 1050 employees

Directly approached by Hays, following my achievements at Brambles, to revitalise this under-performing Data management market leader, trading in 7 countries. I restored growth to +20% p.a. by; executing an aggressive acquisition programme & developing new e-products and services targeted to ring-fence their lucrative banking, oil & insurance customer bases. I also created a leading-edge service proposition by; stepping up investments in new purpose-built high-bay warehouses, establishing an industry-leading centralised procurement function & implementing TQM/CRM. Access to new markets was created & ageing products rekindled, on the back of; 2 strategic alliances & 3 acquisitions in Europe/USA. These strategies, coupled with leading a winning bid for a highly innovative, £6ml outsourcing contract with Nat West, delivered record Sales, Margins and Profits.

BRAMBLES INDUSTRIES-T/O +AUS$2bn; 16000 employees 1995-1997
SECURITY ARCHIVES-Managing Director-T/O UK£10ml; 150 employees

Head-hunted to transform this Data Management outsourcing business which, for 4 years, had missed budget, lost market share & saw Profits decline. I quickly accelerated Sales growth to +25% p.a. by re-branding the business, restructuring the Sales team & developing customised, value-added products & services targeted at the under-penetrated financial, health & government sectors. Unit costs were also slashed by; developing a highly competitive service & logistics infrastructure, predicated upon; TQM, state-of-the-art warehouse systems & the migration to lower cost, high bay facilities. My new hunter/farmer & product segmentation strategies, winning highly innovative e-enabled £5ml outsourcing contracts with British Telecom & Barclays, coupled with the disposal of 4 inefficient properties & a small in-fill acquisition, ensured Profits doubled in the first 2 years.

WH SMITH PLC-T/O UK£2bn; 19000 employees 1993-1995
WH SMITH BUSINESS SUPPLIES-Commercial Director-T/O UK£120ml; 1600 employees

Head-hunted by this newly established division, following the acquisition of 5 office supplies companies, to direct the Key Account Sales, Marketing & Finance teams through a radical change management program, involving a consolidation & re-launch under the umbrella of the market-leading Niceday brand. In my first year, by concentrating upon added-value outsourcing services, such as business forms print fulfilment, targeted at the national blue chip segment, I improved the strike rate, Margins & Profitability, growing Key Account Sales by £15ml or 27%. Major contracts won included; a £10ml p.a. contract with Lloyds bank, outsourcing their in-house print & stationary operation, together with £1ml p.a. fulfilment contracts with Thomas Cook, Inland Revenue & various Building Societies. I also accelerated the payback of the acquisitions, prior to the subsequent disposal to the European market leader, by directing multi-disciplinary change management teams, to integrate the acquisitions on the back of state-of-the-art systems & re-engineered business processes.

DHL INTERNATIONAL WORLD-WIDE-T/O +US$2bn; 19000 employees 1981-1993
DHL INTL UK-Commercial Director-T/O UK£130ml; 1800 employees 1991-1993

Promoted into this new role, I created a platform for unparalleled success by re-engineering DHL’s fragmented Customer Services operation & establishing a best practice, centralised, +200 agent Call-Centre, underpinned by TQM & ISO9000. In my second year, I grew Key Account Sales 28% to £30ml by; launching a top quality, sub-brand DHL-Interface, employing multi-disciplinary business development teams, targeted at the European parcel logistics sector. I also raised competitor entry barriers & ring-fenced DHL’s core, blue-chip document customer base, by reinforcing the added-value advantages of their unique customer premise EDI systems, doubling deployment to 300 sites.

DHL INTL UK-Financial Director-T/O UK£90ml; 1200 employees 1990-1991

Promoted, following a loss of market share & the departure of the previous board, to head up the +250 employee Finance & Strategic Planning team to facilitate the transformation of DHL’s critical UK £75ml operation. A cornerstone of my new strategy was a radical restructure eliminating a top layer of management & devolving profit responsibility to all 35 service centres. I also established a best-practice owner-driver scheme penetrating 75% of the workforce & pioneered new activity based re-engineering techniques, overhauling pricing strategy & redirecting non-core resources into front-line activities. These strategies harnessed a passionate organisational commitment to excellence, restoring market leadership & profits growth to 25% p.a.

ELAN INTL-Group Financial Controller-T/O US$200ml; 1400 employees 1988-1990

Promoted, by the DHL Global Board, to propose a strategy to reverse accelerating losses of $25ml pa. Having redressed the ineffective controls across the 9 country operations & eliminated significant loss-making business, I secured approval to dispose of the unprofitable UK, German & Irish subsidiaries & integrate the valuable air line-haul system & remaining cross-border operations into DHL’s core activities. This provided the platform for DHL to aggressively attack the under-penetrated parcels logistics market sector throughout Europe.

DHL INTL WORLD-WIDE-Group Planning and Analysis Manager 1984-1988

Promoted, to chair task forces, alongside DHL’s global consultancy Bain & Co, to formulate profitable penetration & investment strategies, underpinning this private Group's expansion into 170 countries.

DHL WEST AFRICA DIVISION-Assistant Regional Controller-T/O US$50ml 1983-1984

Promoted, in the wake of Group pioneering, into a rapidly growing and culturally diverse Region, to standardise & develop the management-reporting infrastructure controlling all 20 countries.

DHL INTL UK-Accounting Manager-T/O UK£25ml; 500 employees 1981-1983

Revamped chaotic controls to support rampant growth & built a financial management team, many of whom subsequently secured further progression within the Group world-wide.

AVIS RENT A CAR Inc-T/O US$5bl; 15000 employees 1975-1981
AVIS PARKING UK-Financial Controller-Turnover UK£10ml; 900 employees 1976-1981

Promoted, as key member of a newly appointed management team, to build the company from scratch, to become the UK's second largest operator, prior to its profitable disposal to NCP.

AVIS TRUCK RENTAL UK-Assistant Truck Management Accountant 1975-1976

Appointed, to bring further structure to the internal audit, financial management & planning/analysis functions of this rampantly growing rental division.

VARIOUS FINANCIAL ROLES with Pearl, Canada Dry and Brown Boveri 1972-1975

Education

Education: Hayes County Grammar School, 2 GCE 'A' Levels, 6 'O' Levels.
Qualifications: ACCA Finalist, Member of Institute of Directors (IOD).

Skills

General Management; MD Board Directorships, P&L/Balance Sheet Management, Multi-site & International Operations, Margin Leverage, Productivity Improvement, Cost Reduction, Profit Improvement, Human Resources Strategy, Mentoring & Coaching, Leadership, Teambuilding. Business Turnarounds; Change Management, Mergers & Acquisitions, Business Re-brands, Management Restructures & De-layering, Property Rationalisation & Relocations, Outsourcing, Organisational & Cultural Change. Strategic Planning; Market Segmentation, Business & Competitor Analysis, Benchmarking, 3 Year Planning, Business Planning, Management Consulting. Sales; Sales Directorships, New Business Development, Key Account Management, Telesales, Indirect Channels, Strategic Alliances. Marketing; Marketing Plans, Market Research, PR, Advertising & Promotion, Campaign Management, Telemarketing, Pricing Strategy, New Product Development, E-commerce. Customer Service; Call-Centre Set-up, Customer Care, CRM, Total Quality Management, ISO 9000/BS5750. Information Technology; Systems Analysis, Business & Systems Process Re-engineering, New Systems Implementation, Project Management. Operational Management; Logistics, Warehousing & Distribution, Fleet Management, Procurement & Tender Appraisal, Contract Negotiation. Financial Management; Financial Directorships, Financial Planning & Accounting, Budgeting & Forecasting, Internal Audit, Investment Appraisals, Due Diligence, Costing & Analysis, Credit & Cash Management.

 beschikbaar?