Forming a new enterprise wide planning function to build planning maturity across Smart DCC

Leading DCC's transformation from a collection of IT programmes to a maturely operating organisation. With a special focus on building the Portfolio Office function and change processes, while helping to shape the organisation wide operating model.

Designed a change and readiness programme to support the introduction of SAP ERP, manufacturing, logistics and ancillary systems to a start up manufacturing business of ~500 peopleBuilt organisational change capability to support current growth plan and future operating state, through thought leadership and coaching key change agentsDeveloped process expertise and capability, balancing specific local business needs with global group standardsBrought together cross-functional… Show more Designed a change and readiness programme to support the introduction of SAP ERP, manufacturing, logistics and ancillary systems to a start up manufacturing business of ~500 peopleBuilt organisational change capability to support current growth plan and future operating state, through thought leadership and coaching key change agentsDeveloped process expertise and capability, balancing specific local business needs with global group standardsBrought together cross-functional stakeholders to agree frameworks supporting end user training and knowledge Show less

Led the introduction and embedding of a continuous improvement culture across an organisation of ~7,000 front line office and field employees using McKinsey’s ‘5 lens’ methodologyLed intensive transformation ‘waves’ of 14-16 weeks impacting between 60 and 250 FTE each, as well as tactical problem solve projects using DMAIC or PDCA cyclesBuilt organisational capability by recruiting, coaching and developing a team of OE specialists peaking at ~40 FTEDelivered financial benefits… Show more Led the introduction and embedding of a continuous improvement culture across an organisation of ~7,000 front line office and field employees using McKinsey’s ‘5 lens’ methodologyLed intensive transformation ‘waves’ of 14-16 weeks impacting between 60 and 250 FTE each, as well as tactical problem solve projects using DMAIC or PDCA cyclesBuilt organisational capability by recruiting, coaching and developing a team of OE specialists peaking at ~40 FTEDelivered financial benefits averaging ~20% of FTE CoCo, and/or revenue (sales), cash collectionimprovements, customer satisfaction improvementsManaged a broad set of senior stakeholders up to board level, acting as trusted expert and ambassador of the OE function Show less

Developed and introduced a Business Process Management (BPM), risks and controls framework across all operational office functionsBuilt relationships with senior stakeholders, securing access to process experts, agreeing ownership ofoperational processes and fostering a culture of process excellenceLed a team (including consultants) to capture and create process, risk and control content, and train end users to maintain the content to the newly agreed standardsFacilitated group… Show more Developed and introduced a Business Process Management (BPM), risks and controls framework across all operational office functionsBuilt relationships with senior stakeholders, securing access to process experts, agreeing ownership ofoperational processes and fostering a culture of process excellenceLed a team (including consultants) to capture and create process, risk and control content, and train end users to maintain the content to the newly agreed standardsFacilitated group workshops with subject matter experts to document processes, risks and improvement opportunitiesLed collaborative discussions with stakeholders and content users to devise, implement and continuously improve framework standardsSelected and implemented specialist BPM software Show less

Directly trained by McKinsey consultants to deliver transformations to front line managers andchange agents through a ‘5 lens’ approach (Customer, Process, Performance Management, Organisation & Skills, Mindset & Behaviours)Applied structured problem solving (A3, PDCA, DMAIC) to verify perceived problems, identify root causes, implement countermeasures and measure improvementsPerformed data driven analysis and direct observation of work to establish and baseline current… Show more Directly trained by McKinsey consultants to deliver transformations to front line managers andchange agents through a ‘5 lens’ approach (Customer, Process, Performance Management, Organisation & Skills, Mindset & Behaviours)Applied structured problem solving (A3, PDCA, DMAIC) to verify perceived problems, identify root causes, implement countermeasures and measure improvementsPerformed data driven analysis and direct observation of work to establish and baseline current statesituationApplied tools (e.g. Kano analysis) to clarify customer needs in the context of the business functionUsed process analysis tools (VSM, waste mapping) to identity and implement process efficiencyimprovementsDesigned and implemented performance management systems including metric definition and cascade, MI reporting, visual management and performance dialoguesTaught and role modelled lean leadership to front line managers and change agents, including advanced coaching techniquesBuilt and leveraged relationships with supporting teams (e.g. planning, quality, customer experience)Created and presented slides clearly articulating improvement stories to cement strong stakeholderenrolment and ownership of changesActively participated in best practice sharing forums, contributing to tool development across the UK and group businesses Show less

Defined a programme roadmap to support long term strategic goals including multi-channel capability and customer experience improvementsAgreed strategic priorities with senior stakeholders, establishing terms of reference and success criteriaAs a centrepiece project, initiated, planned and successfully executed a high profile ~£1.7m project toinstall call centre infrastructure and software in a brand new ~1,000 seat call centreGrew and led multiple development teams including… Show more Defined a programme roadmap to support long term strategic goals including multi-channel capability and customer experience improvementsAgreed strategic priorities with senior stakeholders, establishing terms of reference and success criteriaAs a centrepiece project, initiated, planned and successfully executed a high profile ~£1.7m project toinstall call centre infrastructure and software in a brand new ~1,000 seat call centreGrew and led multiple development teams including line management of project managers, developers, testers – both permanent employees and contractors Show less

Managed business change and IT development projects of various sizes, including workstreams of twomulti-year large scale systems migrations, early Smart metering trials, SAP, and an NPS implementationPrepared mandates and investment proposals to secure funding per stakeholder requirements, complying with PMO and investment committee procedures as requiredEngaged sponsors, senior users and senior suppliers to agree objectives, scope and governanceCreated and managed plans, risks… Show more Managed business change and IT development projects of various sizes, including workstreams of twomulti-year large scale systems migrations, early Smart metering trials, SAP, and an NPS implementationPrepared mandates and investment proposals to secure funding per stakeholder requirements, complying with PMO and investment committee procedures as requiredEngaged sponsors, senior users and senior suppliers to agree objectives, scope and governanceCreated and managed plans, risks and issue logs and other documentation to control project deliveries to time, cost and qualityDirectly managed (for IT projects) developers, analysts and testersMatrix managed cross functional teams including Marketing, Procurement, Regulation, IT, and 3rd party suppliersProvided technical requirements for and participated in procurement tender exercisesRepresented E.ON in live and pre-recorded media engagements Show less