Gavin Dickson Email & Phone Number

St Albans, England, United Kingdom

Consults on complex problems in organisations from 10 to 25,000 employees across multiple verticals. Develops and implements improvement programs and initiatives, which deliver bottom line savings, mitigate business critical risks and improve the customer experience through the execution of multi-year transformation roadmaps across a variety of sectors, including Utilities, Finance, Insurance, Public Services, Retail and Technology. Highlights include:- Streamlined order to cash (O2C) processes that reduced aged debt by $1.5 million and increased revenue by $850k for a $6.5 billion US digital infrastructure provider - Ensured an £18 billion energy provider met its regulatory obligations by reducing 750k annual complaints from 32 days to 16 days- Mitigated high impacting service risks for a £5 billion finance provider by reducing the delivery times for business critical projects (£30m) by 25% and improved the experience for its 22,000 users by reducing the number of major IT incidents by 35%- Embedded the governance and controls, which ensured a £10m start up became ISO9001 and ISO27001 compliant- Identified £750k of process automation savings within the Finance Division of a £3 billion public services outsourcer- Improved the user experience for a $2.3 billion insurer by reducing the on boarding cycle time for new starters (50 per month) by 40% and mitigated a critical security risk by ensuring all third parties' access to critical systems was revoked when they left (15 per month)- Embedded the governance, which ensured a £60m retirement provider met their transformational goals - Reduced the end-to-end processing times of Claims processing for a $250m maritime insurer by 25% and reduced costs by 15% Clients include: Centrica, Equinix, M&G Prudential, Velocity Smart Technology Ltd, Capita Public Services, Tokio Marine HCC, WEST of England P&I Club and Retirement Villages.

- Owned all Continuous Improvement related activities within a 500 staff/$500m organisation, including governance and coaching of staff. Realised savings in excess of $15m.- Established the organizational structure, including cultural shifts and fit for purpose governance to support end-to-end process improvement through the application of Lean techniques and methodologies.- Created and maintained forward operations plan for a $250m business, that supported new services, process development and risk mitigation goals. - Improved the intimacy between IT and the business by increasing the accuracy of $250m of IT costs that are recovered via the business by 20%.

- Owned all Benchmarking and metric (KPIs) related activities across a 500 staff/$500m organisation.- In conjunction with Exxon Mobil, Shell, Total, Chevron and Conoco Phillips, completed the first ever Industry Super Major Benchmark. Insights from the study shaped BP’s IT Function strategy, which reduced operating costs by $300m. - Completed 8 Benchmarking studies (across spend of $300m), which on average, identified cost saving opportunities of 25%. - Implemented a number of strategically aligned KPI’s on $300m of spend; key insights were used to instigate numerous Service Improvement Plans.

- Managed all Financial and Risk activities for BPs global Telecoms division.- Ensured that year end actuals were within 0.25% of plan on $200m of spend, which was achieved through rigorous financial analysis, challenging monthly submissions and making recommendations on interventions- Realised $200k of savings, which was achieved through detailed analysis of Telephony voice usage that covered ~10 million calls

- Led the improvement of a financial model that was used to manage the profitability of a £300m contract, which resulted in £10m of contract leakage being eliminated.

- Implemented a strategically aligned Balanced Scorecard on a £80m business, which involved standardising the reporting processes and performing in depth analysis of both operational and financial metrics.

- Ensured that year end actuals were within 0.5% of plan on £50m of spend, which was achieved through rigorous financial analysis, challenging monthly submissions and making recommendations on interventions.

- Realised 15% of cost savings and improved customer satisfaction by 10% on a $50m business through the application of a Balanced Scorecard.

- Increased the accuracy of a financial recovery model by 20% that encompassed $100m of IT spend within a Global Trading Bank.

- Delivered in excess of 30 IT Benchmarking projects (FTSE 100 organisations), which on average, identified cost saving opportunities of 20%.