David More O'Ferrall

David More O'Ferrall Email and Phone Number

The FranchisEE Guy™ - Business owner and Campaigner for greater transparency and regulation of the franchise industry. On the side of franchisees. @ The Perils of Franchising
David More O'Ferrall's Location
Macclesfield, England, United Kingdom, United Kingdom
About David More O'Ferrall

I am a highly experienced, collaborative, results orientated and commercially focused senior leader with a history of delivering business value in a broad range of roles from IT leadership, Mergers & Acquisitions (M&A) Integration, Strategy development & Implementation and Business & IT Programme Management / Transformation. I have a strong track record of cost leadership & am passionate about ensuring that IT delivers value to the business bottom line. I have led many large business transformation programmes, including a digital transformation in a global petrochemical business, which delivered significant benefits to the business & resulted in the business embracing innovation. I have successfully adopted agile and continuous improvement methodologies to deliver process improvements, increase operational efficiencies, streamline costs and maximise profitability. I have extensive experience leading M&A Integration projects covering a range of different B2B & B2C companies and all types of deals from acquisitions to divestments and joint ventures.I am very experienced at leading multi-cultural / functional global teams with matrix accountability structures and working in a challenging environment requiring specific focus on value delivery, cost management, people development, innovation and on-time delivery. I have a strong track record of developing high performing teams that clearly understand their role in helping deliver the business vision & strategy. I energetically lead from the front, take personal accountability & deliver on my promises.I am interested in opportunities where I can use my extensive experience to help deliver significant value to the bottom line of any business.

David More O'Ferrall's Current Company Details
The Perils of Franchising

The Perils Of Franchising

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The FranchisEE Guy™ - Business owner and Campaigner for greater transparency and regulation of the franchise industry. On the side of franchisees.
David More O'Ferrall Work Experience Details
  • The Perils Of Franchising
    Campaigner
    The Perils Of Franchising Jan 2023 - Present
    Campaigning for more transparency in the franchise industry - after going through an incredibly stressful and costly battle with a Franchisor called Dream Doors, and discovering how little transparency there is around the real life experiences of franchisees, I decided to start a blog covering franchising related topics that I believe need more airtime. The blog can be found @ www.theperilsoffranchising.com
  • Self-Employed
    Independent Business & It Consultant
    Self-Employed Oct 2017 - Present
    Macclesfield, Cheshire
    Business & IT consultancy with various SME clients as well as large corporates covering M&A Integration, Business transformation and commercial bids.
  • Dream Doors Ltd
    Business Owner
    Dream Doors Ltd Jan 2019 - Jul 2019
    Cheshire, England, United Kingdom
    Fulfilled an ambition to set-up and run my own business although it did not work out as expected mainly because the values experienced did not match own personal values. See my blog www.theperilsoffranchising.com for my learnings and experiences.
  • Shell
    Global Salesforce Coe Manager (Transition Role)
    Shell Jan 2017 - Sep 2017
    Cheshire, United Kingdom
    • Led the team that negotiated a new innovative group-wide contract with Salesforce with bottom line benefits of c.$20m over 3 years• Gained Executive support for & implemented a new Group-wide Centre of Excellence & established both internal & joint (with Salesforce) governance structures• Advised other business CIOs on how Salesforce could provide value to their businesses & the pros & cons of using SAAS solutions more generally• Responsibilities of COE team included definition of the group architecture, delivery & operating standards, processes & tools• Established project delivery (c.40 resources) & application support (c.10 resources) capability in Bangalore
  • Shell
    Cio Global Chemicals
    Shell Apr 2012 - Dec 2016
    Cheshire, United Kingdom
    • The Chemicals business is a c.$40bn turnover / c.$2bn NIBIAT business with plans in place to double profit by 2025• End to end accountability for delivery of all IT to the Global Chemicals business which had a total annual IT spend of c.$100m covering everything from infrastructure and application services through to project delivery• Defined & Implemented an IT Strategy in support of the business strategy with special focus on how IT could deliver value to the business bottom line• Led a digital business transformation by implementing new cloud based SAAS solutions like Salesforce, whilst at the same time reducing the overall Run & Maintain costs• Led the delivery of IT for some major new Capital Projects• As a member of the Chemicals LT, led the IT enablement of several major business transformation programs, most notably the ‘Advancing the Customer Experience’ program that delivered $100m to the bottom line
  • Shell
    Global It Programme Director Mergers, Acquisitions & Divestments
    Shell Jan 2006 - Mar 2012
    Cheshire, United Kingdom
    • Accountable for the integration and separation of Shell businesses from the Shell Group due to Mergers, Acquisitions or Divestments. many of the challenges are not too dissimilar to Brexit! • Projects ranged from divestments of individual businesses in individual countries such as a refinery or a retail business to full exit of all businesses in a country through to acquisitions & new JV partnerships. • Responsible for an annual IT spend of c.$50m on average over the 6-year period peaking at $100m in 2010 with c.70 projects running in parallel.• Successfully delivered c.200 deals with a total value of c.$75bn, maintaining a 100% track record of never being the cause of a delay of a completion• Defined an IT M&A strategy which provided necessary handrails to individual project teams• Successfully dealt with the ambiguity that comes with deals of this nature along with the ever-changing timelines• Awarded a Group Directors award in 2011 for successful delivery of some critical projects
  • Shell
    Global Retail It Programme Director
    Shell Nov 2004 - Dec 2005
    Cheshire, United Kingdom
    • Accountable for delivery of all IT projects in our Global Retail business which has c.45,000 sites• Projects ranged from site related IT such as POS and payment solutions to head office solutions such as fuels pricing, site risk management and loyalty systems.• Total IT spend was c.$100m p.a.
  • Shell
    Business Project Manager
    Shell Feb 2002 - Oct 2004
    Cheshire, United Kingdom
    Business Project Manager for a number of Strategic initiatives including a strategic review of the corporate functions across the various Shell businesses in the UK & Ireland, a strategic review of our Commercial Road Transport business in Europe and the pilot Sox implementation in U.K. prior to global roll-out.
  • Shell
    Business Project Manager
    Shell Mar 1998 - Jan 2002
    Cheshire, United Kingdom
    Business Project Manager for some large scale business transformation projects involving process re-engineering and new SAP system and connected application portfolio (e.g. CRM, Supply Chain, pricing). Projects included UK, Ireland and Greece.
  • Shell
    Business Consultant
    Shell Sep 1996 - Mar 1998
    Paris, France
    Business consultant in the Offer to Cash and Supply and Distribution process areas on an EU project that was breaking new ground by attempting to get the various businesses together for the first time to standardise processes across our major businesses in Europe followed by the implementation of a single ERP and connected application portfolio.
  • Shell
    Marketing Manager
    Shell Aug 1995 - Sep 1996
    London, United Kingdom
    Marketing manager for various B2B and B2C marketing businesses for Shell in UK. Responsible for the launch of a new fuel card, launch of a new product called Ultra Low Sulphur Diesel into our Commercial Road Transport business, consolidation of many commercial businesses and supported the set-up of a new centralised CSC.
  • Charringtons Fuels Ltd
    Various Roles
    Charringtons Fuels Ltd Nov 1990 - Aug 1995
    Bishops Stortford, Cambridgeshire
    Joined graduate program and performed several roles in Operations, Sales & Marketing & laterally the role of General Manger of the Domestic home heating business in Sept 2002 with full P&L responsibility for the UK wide business which had a NIBIAT of c.$1.5m. Charringtons was ultimately bought by BP PLC.

David More O'Ferrall Skills

Business Process Improvement Change Management Project Management Management Stakeholder Management It Strategy Management Consulting Program Management Business Transformation Negotiation Business Intelligence Business Relationship Management Business Process Outsourcing Business Process Design Business Management Business Planning It Operations It Management It Governance It Transformation It Project And Program Management It Procurement It Consulting Business Strategy Marketing Strategy Digital Strategy Digital Marketing Strategy Implementation Mergers And Acquisitions Strategy

David More O'Ferrall Education Details

Frequently Asked Questions about David More O'Ferrall

What company does David More O'Ferrall work for?

David More O'Ferrall works for The Perils Of Franchising

What is David More O'Ferrall's role at the current company?

David More O'Ferrall's current role is The FranchisEE Guy™ - Business owner and Campaigner for greater transparency and regulation of the franchise industry. On the side of franchisees..

What schools did David More O'Ferrall attend?

David More O'Ferrall attended Trinity College Dublin, Imd Business School.

What skills is David More O'Ferrall known for?

David More O'Ferrall has skills like Business Process Improvement, Change Management, Project Management, Management, Stakeholder Management, It Strategy, Management Consulting, Program Management, Business Transformation, Negotiation, Business Intelligence, Business Relationship Management.

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