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Interim Programme and Project Manager

Work Experience

Interim Experience

Aug 2010 – Present: Consultant, Journeycall
Improving this contact centre outsourcer’s (Transport specialist) success in tendering competitions.
Conceived and currently implementing a multiple approach to learn from past tenders and provide a platform for consistently applying best practice in new bids.
Drawing on these first 3 phases to support successful bids for next major tender.

Jun 2009 – Aug 2010: Interim Project Manager, Department of Transport (Central Government)
Implemented the 2010 National Rail Fares Policy, affecting £6bn in fares income.
Led a team of DfT people in negotiations with 16 Train Operating Companies (TOCs) over their compensation claims regarding the policy.
Key Achievements
1. Reduced TOC compensation levels by £65m+ from original claims during negotiations.
2. Achieved cost savings of £1m through competitive tendering and strong supplier management.
3. Successfully passed through multiple reviews by the OGC, drawing on PRINCE2 techniques.

Dec 2008 – May 2009: Interim Programme Manager, British Gas
Worked in collaboration with the Head of the Contact Centre (Cardiff) and SMT to develop a Contact Centre Business Plan impacting 1000 FTEs.
Key Achievements
1. Key player in winning 2009 European Call Centre of the Year, awarded for the programme’s excellence in handling organisational change.
2. Successfully implemented the programme within budget and on time.
3. Member of the wider team, which relocated the entire operation to specification, on time and within budget, plus a major programme of SAP upgrades.

Jun – Dec 2008: Interim Business Manager, British Gas
Led a team of 13 managers with 150+ FTEs and cost centre budget of £4m p.a.
Redesigned the Contact Centre’s operational management structure.
Key Achievements
1. Transformed the business unit into the top performing team in this period, dramatically improving absence, attrition, quality scores and complaints levels.
2. Led 50% of direct reports to promotions, a direct result of deliberate succession planning initiative.

Nov 2008 – Feb 2009: Bid Consultant, Stagecoach Rail
Produced manpower forecasts and deployment plans for the Southern Franchise manpower plan, covering c.1500 people and combining £2.5m pa projected cost savings (allowing headcount reductions) with the capacity to meet all franchise obligations.

May – Jun 2008: Consultant, South West Trains (SWT)
Evaluated the performance of the call centre and recommended improvements.
Key Achievements
1. Stimulated marked performance improvements, leading to best-in-class service standards.

Permanent Experience

2001 – 2008: Great North Eastern Railway (GNER) / National Express (NX)

Mar 2007 – May 2008: Head of Contact Centre
Operational and strategic leadership of a Contact Centre with 250 FTEs supporting a revenue base of £150m-£200m pa through multiple channels.
Key Achievements
1. Won 2007 National Express Rail Innovation of the Year award and ‘highly commended’ in 2007 European Call Centre Awards for ‘Best Improvement Strategy’.
2. Key contributor to the successful £5m sale of the contact centre to National Express.
3. Delivered £720k profit in excess of budget (under GNER ownership).
4. Generated £100m+ in additional ticket sale revenue arising from integration of new web support function and booking engine to bring online ticket sales in-house.
5. Implemented major telephony upgrade with minimal disruption to business.

Jan 2006 – Mar 2007: Programme Manager
Developed and managed a range of projects across the whole lifecycle.
Played major strategic role in evolving GNER’s channel retailing strategy.
Key Achievements
1. Implemented programme of upgrades to core business systems before any other TOC.

Jul – Dec 2005: Head of Contact Centre
Built an effective team with strong business goal focus, of 6 managers and 300 people.
Delivered margins of over 10% on £8m cost base from break-even start.
Successfully resolved 2005 pay negotiations to satisfaction of both sides.

Jul 2003 – Jul 2005: Programme Manager
Led a new channel management strategy, working with the Head of Sales.
Developed MI capability across the Sales function.
Key Achievements
1. Delivered additional £675m in turnover and £100m in cost savings over the franchise term through development of the new sales and distribution plan.
2. Identified £1.9m p.a. cost savings (75 FTEs) for a new bid, while satisfying all franchise obligations.

2002 – 2003: Call Centre Resource Manager
Managed all resourcing and planning for the 350-FTE centre, including all agency recruitment and management of the staffing budget.
Achieved cost savings of c.£288k on budget while improving service levels by 15%+.

1998 – 2001: Northern Electric Ltd

2000 – 2001: Resource and Development Manager
Managed call management, forecasting, scheduling and MI for 300+ employees across three call centre sites, with 12 direct reports.

1999 – 2000: Resource Analyst

Education

Professional Qualifications:

- Diploma in Management Studies

- PRINCE2 Practitioner

- Managing Successful Programmes Foundation (MSP)

Professional Memberships:

- Interim Management Association Institute (IMA)
- Association of Project Management (APM)
- Institute of Directors (IOD)

In-service Course & Training Highlights:

- Interactive Leadership (for top-performing GNER managers)
- Change Management
- Industrial Relations & Negotiations
- Business Improvement Methodologies incl. EFQM, Continuous Improvement
- Effective Coaching
- Project Management- numerous in-house courses
- MS Office – Intermediate in all main applications

BA (Hons) Economics & Business Management, Durham University

Skills

- Commercial Focus: Increases the prospects for delivering real improvements to the bottom line in all he does. Always evaluates activities against measurable business benefits, using skills of business analysis to complete modelling and develop the case for any proposed project. Identifies target outcomes and articulates them clearly. Constantly seeks to do more for less, insisting on value for money while being open to renegotiate content of delivery if necessary. Unafraid to recommend not proceeding with initiatives if they fail to demonstrate sufficiently clear benefits.

- Delivery: Skilled and accomplished in recent projects at leveraging his interim status to delivery with exceptional speed, adopting flexibility on how to reach project goals in order to identify the speediest and optimal route to successful completion. A solution-focused problem solver, he is always looking to break through barriers and constraints, often spotting the way through ahead of in-house stakeholders. Makes excellent use of internal resources, avoiding the arrogance of assuming he has all the answers as an outsiders, and so increasing buy-in to the project.

- Organisation: Utilises strong technical skills with planning, documenting and recording projects to stay well organised at every stage of the process. Cuts through large volumes of data with ease, identifying key deliverables and messages relevant to the tasks at hand. Invests upfront energy at the planning stage to save time and costly mistakes further down the line.

- People Leadership: Takes a coaching and mentoring approach to management, transferring knowledge and skills to increase the capability of the team and build a lasting legacy within the organisation. Encourages his reports into promotion, with a strong track record of success. Sets a strong positive lead with his own open and honest behaviours, generating an atmosphere of mutual respect. Consults widely before taking major decisions, but acts clearly and decisively when needed.

- Customer Focus: Works hard to gain good understanding of the customer experience, with excellent capacity for putting himself in others’ positions. Gains strong understanding of impacts on the customer both internally and externally in change scenarios, gearing projects to meet real needs. Proven capacity for combining cost savings with retaining customer loyalty.

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