Dane Herron Email & Phone Number

Hereford, Gb

In this role I have accountability for internal strategic programmes alongside leadership of the Customer Care and Customer Success functions. My Customer Care teams are spread across our onshore (Glasgow) and offshore (Mauritius) locations and provide first, second and third line support. The Customer Success team take care of both our SaaS and Large Enterprise Managed Service customers, with customer size ranging from 250 to 145,000 employees. I sit on the Leadership team for the UK business defining and driving our business strategy and I also have a hands on approach to our tactical delivery. I have successfully led our ‘Heritage’ programme which enabled the business to successfully decommission outdated software and upgrade customers to our flagship product, with a net result of retaining over 130 customers and significantly improving the customer experience. To this end I am the UK CX Champion and work closely with our Global CX team to drive various initiatives aimed at customer retention and revenue growth.

Abingdon, England, United Kingdom

RM is a rapidly scaling SaaS provider within both the UK Education and Global Assessment sectors. As a member of the Global Operations SLT, I am accountable for the successful delivery of all projects, managing PM teams in the UK, India and Australia. I work closely with our C suite team and peers from across the business to ensure we have an aligned Global Operations proposition for all RM customers. I am playing a key role in several group level strategic projects including the implementation of MS Dynamics and integration of an acquired business in Australia, in addition to representing the Technology division of the business on the Group Personal Pension Committee. I am a Major Incident Leader and also represent RM at various customer steering/board meetings taking accountability for issue resolution, risk mitigation and solution engineering to support project and broader customer relationship objectives. Over the last 2 years I have worked closely with colleagues in our India operation to create a PMO function and to build out a PM delivery team covering the sub-continent. In 2019 I led an initiative to create a new corporate wide governance process to enable streamlined, efficient decision making whilst ensuring transparency across all key stakeholders. I also lead the Operational Excellence function which is accountable for Risk Management, Operational Compliance and Data & Analytics across the global RM landscape.

In this role I was accountable for the commercial control of consultancy/professional service engagements, responsible for project pricing and assuring project delivery in accordance with the Statement of Work whilst holding joint responsibility for the professional services P&L. As a member of the Consultancy Services Leadership team I was accountable for project pre-sales, pricing and scoping of all NGA HR On-Premise, SaaS and Managed Service implementation projects. This role was key to the success of both the sales and project delivery processes, ensuring potential customers had a full understanding of the implementation process and ensuring this was represented in all bid responses. Within this role, I successfully implemented a new profile pricing model to drive consistency and accuracy in our pricing approach and re-evaluated our rate card to ensure a competitive position in the market was maintained whilst also striving to achieve budgetary targets. I worked extensively with our Sales Operations team to ensure the CRM solution was used to its maximum potential, which resulted in an automated pipeline report, replacing the previous manual process. I was a key member of our Project Approval Board, ensuring that all projects were taking the business in the appropriate strategic direction and providing the desired return on investment.

As Portfolio Leader, I had accountability for the successful delivery of all NGA HR implementations across the UK, leading a team of circa 20 Project Managers. Project deliverables typically included Payroll and HR software and service outsourcing, time and attendance, clocks and employee self-service platforms. This role involved extensive liaison with customer CxO sponsors, active participation in Executive Steering Groups and close alignment with other third party suppliers such as Pensions, Flexible Benefits and ERP providers. I represented NGA HR on various customer Steering Committees and was the primary point of escalation for all NGA HR project related matters. In addition to the line management (and recruitment) of the PM team, I was accountable for all project budgets and associated reporting.

As a member of the IS Senior Management Team I was accountable for leading the Implementation Services team, which had 4 key areas of responsibility; Project Governance, Service Transition, Request for Service (RFS) and Commercial Support. I led a team of 6, each allocated to one of our 4 areas of focus. The RFS and Commercial Support functions were focussed on tactical delivery of IS services and support, ensuring both internal and external stakeholders received the required level of service and opportunities for efficiency were identified and implemented. The Project Governance and Service Transition functions ensured that the Project Delivery team had the required support structure in place to ensure adherence to agreed cadence, delivery in accordance with contractual commitments and seamless transition from project to live operations.

Following a restructure of the Global Sustainability team, I secured a Global Programme Management role. In addition to my previous carbon accounting responsibilities, I also assumed responsibility for the standardisation of third party engagement terms, with specific reference to Sustainability and emissions. This included a re-negotiation of engagement terms across all Global third party transportation providers, to support Scope 3 emissions and operational objectives. In addition, I led the supplier selection and implementation of a newly defined Global BMS (Business Management System) to support standardisation of Health & Safety, Security and all other aspects of Operational Excellence data capture and reporting. I worked closely with our Canadian supplier to control the €1.5m budget and manage diverse business requirements. The solution was successfully rolled out across over 2,000 operations facilities globally. These Programmes required significant arbitration skills to ensure the needs of the regional executive teams were met and that global objectives were being achieved. I also played a leading role in the formation and implementation of the DHL Supply Chain Operational Maturity Model (OMM). Again, working across diverse business cultures, I ensured that all relevant aspects of the Sustainability agenda were incorporated into the model and served to improve efficiency and transparency which provided DHL Supply Chain with a competitive advantage over other leading Logistics providers.

Working alongside the Global Sustainability Director, I led the creation and subsequent management of the Supply Chain Global Carbon Accounting function. Working across multiple disciplines (IT, Warehousing & Transportation operations, Finance and Operations Excellence) across all regions (APAC, Americas and EMEA) this role required creation of the carbon data strategy, implementation of data capture tools and processes, analysis and reporting processes to ensure adherence to Group (DPDHL), Divisional and industry wide standards. My team were responsible for all carbon data analysis, trending and reporting performance metrics across a broad section of global stakeholders. I represented the carbon accounting function for the Supply Chain business at all internal forums and held a strong influence over all related systems and business processes to ensure continuity, efficiency and transparency. I was also responsible for co-ordinating the DHL Supply Chain annual external audit of carbon reporting and efficiency indexing.

As one of the Leaders of the EMEA HR Operations management team, I was accountable for leading HR and Payroll project delivery (including implementation of Oracle HRMS across the UK and Ireland) and payroll outsourcing across the EMEA region. There were three key components to this role:• Strategy Creation To work with regional and sub-regional HR, IT and Finance Directors and business leaders to formulate coherent and achievable corporate strategies pertaining to the delivery of HR and Payroll systems and services.• Strategic AlignmentTo ensure that the EMEA HR and Payroll systems strategies were aligned to the goals of the parent organisation (DPDHL) and were also aligned across all geographies and business units.• Project DeliveryTo regularly review and update project delivery methodologies and related toolsets. To ensure the team received regular updates and were aware of the importance and relevance of all changes. To ensure the project delivery teams operate as a community, sharing best practise and learning from missed opportunities.

DCE was a boutique Management Consultancy, working with customers to deliver a variety of strategic IS and Business change programmes across the Financial Services and Logistics sectors. Projects ranged from PMO implementation to Business Process Outsourcing. During this time I also led a working group to create a PMO Service capability which the consultancy rolled out across the UK and the Netherlands, culminating in an opportunity to co-author a white paper on Mortgage Providers Website usability.