Successfully completed contracts for multiple clients seeking management support with business critical improvement initiatives including:-• Business process re-engineering in a highly regulated and technical service environment.• Implementation and management of an organisation wide profitability improvement programme.• Business analysis & software selection for core business process in an aviation maintenance organisation.• Logistics and supply chain support with the development of an ecommerce solution selling products and services - business to business and end user.

Developed and managed a Pan EMEA structured cost reduction programme to deliver savings required to meet IBM’s stretching business goals. Ensured a committed focus on the identification and execution of significant cost initiatives across the entire services organisation.• Exceeded target by delivering in excess of 10% Year on Year savings on total parts and service logistics cost.• Effectively employed a combination of approaches including Cost Circles and LEAN Six Sigma to identify and implement the most productive cost actions.• Designed, developed and implemented a comprehensive management system that included roles & responsibilities, initiative tracking, project monitoring and financial measurements so guaranteeing a strong review and governance mechanism.(Supply Chain / Service Logistics / Outsourcing)

Promoted to Business Process Owner level, to manage an organisation with more than €25m of outsourced contract spend. Accountable for ensuring service level performance and cost targets were met or exceeded. To lead a multi-discipline organisation covering planning, procurement, supplier management, project management, service analysis/management and finance & planning.• Achieved rigorous Service Level Agreement (SLA) targets, securing a 30% improvement in repair lead-time and a 7% improvement in repair quality, through successfully sourcing and transferring IBM’s European Depot Repair operations to a new third party infrastructure. • Reduced overhead cost per transaction by >60% over 2 years whilst improving delivery service level, across all outsourced services, by 18% through the implementation of process and IT improvements.• Consistently met or exceeded the speed of delivery, quality and cost objectives set by the business and end customers through innovative strategies and new services for outsourcing parts and depot repair.• Implemented robust management systems, through establishing metrics and governance / review mechanisms, which clarified accountability and ensured tight control on service delivery, process quality and cost.(Supply Chain / Service Logistics / Outsourcing)

Accountable for an organisation of 100 employees and a spares inventory value in excess of €20m. Managed the third party logistics (3PL) infrastructure, and in-house operations performing testing, repair and refurbishment of a wide range of IT products, including printers, disk drives and ‘point of sale’ devices.• Successfully met a menu of service level commitments through strong management of third party logistics providers for warehousing, order fulfilment and parts delivery.• Increased repair yields by 47% through improved process, training and tooling resulting in annual savings in excess of €630k.• Raised inventory accuracy from 97.4% to >99.9% through the improvement of cycle count activity and asset management techniques.• Relocated 30,000 sq. ft. of repair, warehousing and office operations, on time, in budget and without impact on serviceability through application of solid project management.NB. Sequent was acquired by IBM in September 1999. Transferred to full IBM employee status in July 2000.Full integration of Sequent’s logistics operation into IBM completed in March 2001.(Supply Chain / Service Logistics / Outsourcing)

Promoted to expand Sequent’s UK logistics model across EMEA with the aim of providing a highly responsive and cost effective parts service, capable of consistently meeting demanding delivery timescales. Accountable for an annual budget of £6m and spares inventory of £14m. (GBV).• Achieved >97% performance against a contracted service level response time of 2 and 4 hour requests.• Reduced average repair cycle time from 90 days to 20 days through transition to a new supplier base and performance management of process.• Condensed field return time from >20 days to <10 days through improved reporting to Engineering Management.• Exceeded rigorous financial stretch goals for 3 consecutive years through process innovation.• Transformed the legacy logistics system into a robust and user friendly, GUI system through close collaboration with the system’s Analyst Programmer. (Also ensured it was “Y2K” compliant.)• Oversaw the Asia/Pacific logistics operation for 6 months whilst a new manager was recruited.(Supply Chain / Service Logistics / Outsourcing)

Developed Sequent’s UK based logistics services through partnership development of 3rd party service providers for transport, distribution and storage. Annual budget £2.5m, staff of 4 logistics analysts.• Designed and implemented performance and cost metrics to demonstrate achievement against targets.• Improved part delivery time and quality to above 98% by implementing new processes that ensured a strong service interlock with our logistics partners.• Worked closely with a major customer to develop and implement a successful bespoke parts service that delivered high value spares to their mission critical disk farms within 2 hours.(Supply Chain / Service Logistics / Outsourcing)