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Interim manager

Work Experience

MANAGEMENT SOLUTIONS LTD

Jan ’03 – Feb ’03 Prudential UK Customer Services / Group Corporate Property


A research, analysis and reporting role to jointly the Customer Services Director and Head of Corporate Property. This involves a review of Future Working Styles and Flexible Working Patterns in Customer Services since 2000 to assist management decide on future strategy and implementation approach.

Jan ’02 – Dec ’02 Prudential Corporate Property


A programme manager role reporting to the Head of Projects, Group Corporate Property, combined with a project support role across the Group Corporate Property executive. Following a total restructure of the UK business and projected further reductions in headcount from 8000 to 6000 staff over a 2 year period, Corporate Property were required to reduce accommodation costs in line with the new business model. This involved 5 locations – London, Reading, Belfast, Glasgow, and Sterling , and 14 buildings. Cost budget £13m to deliver £15m pa savings by 2005. Responsibilities:
a) Reading & Belfast – programme managed the restack of both campus (3000 moves in 2002) in line with the evolving new business structure. Cost budget £2.3m and 3 direct project manager reports plus responsibility for all business liaison/co-ordination
b) Glasgow and Sterling co-ordination and liaison role - monitored progress against restack/building vacation plans, and kept the project manager informed with latest business transformation progress updates and any changes to overall project approach
c) Management Information and CRM – liaised with all business functions (11) for updated status of there business transformation programme; analysed, reconciled and reported on changing headcount forecasts across all locations against project property plans
d) Programme Office – supported the creation and management of all activities including: plans, terms of reference, budgets, risks and issues logs, and management reporting
e) Estates and Legal – supported the establishment, and revisions to, the UK property portfolio 3 year rolling strategy, in-line with changing business requirements
f) Special Project – recommissioned a 22,000 sq ft building against business critical 2 month lead time (business partnership contract), involved cabling, refurbishment, and furniture/equipment within a £650k cost budget

Jan ’01 – Dec ’01 Prudential Corporate Property


A programme manager role reporting to the Head of Projects, Group Corporate Property. A business strategy to reduce headcount in Reading provided the opportunity to reduce overall accommodation from 9 to three buildings. This also involved the need to refurbish the remaining buildings (250,000 sq ft) and restack the campus (4000 staff) in line with a revised organisational structure.
The project structure involved a Project Management Board internally within Corporate Property. In addition, 3 Project Steering Groups, one for each building, involving the senior executives of the separate product divisions operating out of each of the 3 buildings.
This involved 3 project manager direct reports with workstreams for – spaces planning and moves, construction, and technology. Also direct responsibility for liaison and co-ordination with the 3 product divisions. The budget was £9m, to be delivered in 12 months, to enable subsequent delivery of £ 3.6m pa property savings.

July ’99 – Dec ’00 Prudential Life & Pensions


Initially commissioned by the MD to evaluate cost saving opportunities identified by a business finance team and to establish an action plan for the business to implement in their Reading and Belfast sites (1500 employees). This was a business critical project to enable Prudential to reduce from a 3% to a 1% operating margin from 2002 in the age of the Stakeholder Pension. Following revisions to the original proposals and having established implementation plans, the role was extended to programme manage the implementation from Jan. 2000. This involved two separate cost saving programmes:

a) a culture change programme with Operations moving from traditional working hours to a 7.00am to 10.00pm business day combined with enabling process changes
b) a Shared Services cost reduction programme involving savings with mainframe printing, telephony/switchboard, pre-printed forms, postal operations, disaster recovery arrangements, and general space usage.

The programme structure involved reporting to a Project Board with initially 4 direct project manager reports. Implementation involved 9 direct project manager reports with workstreams for Operations x 2, HR, infrastructure, technology, accommodation x 2, shared services x 2. Cost budget £ 2.9m to deliver £6.7m pa savings within 2 years.

Main achievements:
· Total savings £10.6m pa (158% of target), the majority delivered 12 months early, and with reduced costs of implementation ££1.7m (59% of budget)
· Enabled extended customer access with Call Centre open 8.00 am to 8.00 pm in comparison to previous traditional hours
· Made a culture change creating a more flexible (and motivated) workforce
· Increased capacity for new work
· Improved operating efficiency from restacking buildings with related processes neighbouring each other
· Case study report produced of the exercise, subsequently circulated by Group Management to all other product divisions as a model for potential adoption

Project handed back to the business at 2000 year end with final closedown during Q1/01.
Jan ’99 – Sep ’99 SMEs


A variety of project management and general consultancy support roles to SMEs. Disciplines delivered/addressed include:
· Business Strategy & Plans – mission statements, key objectives and action plans
· Management & Organisation – organisational structures and responsibilities; communications, meetings, and reporting; management information, key performance indicators and service level agreements; senior recruitment and interim management; skills matrix, training and development programmes, and succession planning; job descriptions, employment contracts, and incentive schemes
· Operations and Sales Support – business systems, procedures and controls; process analysis, mapping and improvement; capacity planning, resource management and recruitment procedures; client checklists and operational controls;
· Finance and Administration – cost reduction programmes, activity based costing, client contracts, lease reviews, outsourcing arrangements, shareholder restructuring
· Sales and Marketing – marketing strategy, sales profitability, business culture and customer services, client communication strategy, delivery channel reviews and weightings, promotional activities and publications, stock control systems, sales team administration, after sales services
· Technology – accounting systems, telephony systems, business continuity arrangements

Nov ’98 – Dec ’98 CHARLES SCHWAB EUROPE LTD

A consultancy appointment reporting to the Retail and Operations Management Committee, to identify a location and short list of buildings for a second operational site for 500 staff in the UK. Also to project manage the recommissioning of 2 floors in a remote existing building for operational use.

EMPLOYMENT HISTORY


Charles Schwab Europe (inc,Sharelink Limited)


Apr ’97 – Oct ’98 DEVELOPMENT DIRECTOR (Reorganisation)

A member of the Retail and Operations Management Committee reporting direct to the
Chief Operating Officer. Responsibilities:
a) Operations Planning and Development – business analysis, user requirements, development support/testing, and implementation within Operations of all major systems automation and new product development combined with on-going process improvement.
b) Corporate Panning and Development – overall management of all major projects within the company to ensure appropriate prioritisation and use of resources to meet key business goals within deadlines (including also capacity planning and work management across the business).
c) Corporate Facilities – ensuring a first class infrastructure and best practise in respect of premises, facilities, procurement, outsourcing and business continuity.
d) Charles Schwab Limited (CSL) – General Manager of all branch activities, Senior Executive Officer regulatory responsibility for CSL, and the development and establishment of all operational processes for European expansion.
This involved 60 staff with 4 direct manager reports.

·

Oct ’96 – Mar ’97 SPECIAL PROJECTS DIRECTOR (Reorganisation)


A member of the Retail and Operations Management Committee reporting direct to the Chief Operating Officer. Responsibilities:
a) Project Director, Building Society Conversions – to scope, plan, and establish/negotiate profitable services, both in- house and direct with Building Societies, minimising utilisation of existing operational and development resources.
b) Project Director, Premises Expansion – to identify, negotiate, and fit-out 20k sq ft operational space to meet business needs within 6 months.
c) Director, Projects Office and Development – similar to Corporate Planning and Development above.
d) Charles Schwab Limited – as above.
This involved 70 staff and 6 direct manager reports.




Jan ’96 – Sep ’96 GENERAL MANAGER, INVESTMENT CENTRE NETWORK (Reorganisation)

A Sharelink Board appointment reporting direct to the Chief Executive. Responsibilities:
c) General Manager, Investment Centre Network - to build and manage a profitable branch network providing both £ and $ services incorporating the existing $ branch (CSL) in London.
d) Project Director, HMG Privatisations – to scope, plan, and establish Share Shop services for HMG privatisations of Railtrack and British Energy as a separate entity to core operational activities.
e) Charles Schwab Limited – as above.
This involved 150 staff with 3 direct manager reports.



ShareLink Limited


Apr '95 – Dec `95 CLIENT SERVICES DIRECTOR (Promotion)

A ShareLink Board appointment reporting direct to the Chief Executive. Directly responsible for the control, management and business development of all private client certificated and account based services, involving both Call Centre and postal business. Additionally responsible for centralised administration and price information services to all Operational areas. Also responsible for company wide services in respect of floor space utilisation, continuity plans and management statistical information. This involved 220 staff and six direct manager reports.

Apr '94 - Mar '95 OPERATIONS DIRECTOR, TRANSACTION SERVICES (Promotion)

Responsibilities as above, but excluding account based services. This involved 180 staff (reduced to 100) and four direct manager reports.


Nov '93 - Mar '94 PROJECTS DIRECTOR (Career move)

Invited by David Jones, Chief Executive to join the company in an executive manager capacity, initially to progress major issues outstanding within the company, reporting direct to the Chief Executive.


Feb '93 - Oct '93 MARKETING DIRECTOR DESIGNATE - THE SHARE CENTRE (Career move)

I accepted an invitation to join the company in the above position following a period of two months in a consulting capacity scoping the potential for the company to develop corporate services. Responsible for marketing strategy and implementation, together with contributing to all other issues relating to the strategic development and management of the company. Reporting direct to the Chief Executive.



Abbey National plc


1990 - 1992 MANAGER, SHAREDEALING SERVICES (Promotion)

Responsible for the strategy, implementation, and subsequent management, and promotion of all sharedealing activities, reporting direct to the Group Services Director. This included for the last 18 months, developing an in-house sharedealing business, whilst managing existing third party services. Strategic decision ratified by the Board in October 1992 to terminate the new business start-up given the recessionary pressures on the Group.


1988 - 1990 SPECIAL PROJECTS MANAGER, PLC Conversion Exercise (Secondment)

Requested by the Group Services Director to join the PLC Conversion team and to report direct to him. Primary responsibility to identify a mechanism to provide sharedealing services for the conversion in July 1989, which could be adapted to provide wider services if required. To also head up the Project Team to establish the service. Secondment initially for 12 months was extended to 2 years. Controlled a budget of £17m.

Education

FCIS

Skills

Programme management, project office, corporate/operations planning and development, customer services, business improvement, change management, capacity planning, business continuity,flexible working patterns, spaceplanning/staff moves, flexible workplace settings.
Computer skills: microsoft office(word, excell and powerpoint), lotus notes and Project 98.
Project methodology: Prince 2.

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