Iain Macleod Email & Phone Number

England, United Kingdom

London, England, United Kingdom

As the co-owner of a Consultancy company, responsible for the strategy and delivery of professional consultancy services to various FTSE100 global clients to help deliver an improved organisation-wide culture and performance excellence by enabling Leaders and their Teams to create and then tactically deliver on their strategic vision.Successes include leading a high performing team initiative within a global investment company to improve leadership, collaboration, organisational culture and processes which resulted in c10% capacity creation with an additional c5% capacity creation expected annually. Feedback from director included “Thank you for all the work done. Amazing results. The programme has not only created additional time capacity but has changed and improved substantially our Teams habits. The Team enjoyed the programme and have fun applying and identifying the benefits.” Example topics include: ActionsAgileBusiness DevelopmentBusiness ModelChange ManagementCoachingCommunicationsConflict ManagementConsultingContractsCICorporate Social Responsibility & SustainabilityOrganisational CultureCustomer ExperienceDecision MakingDelegationEmergency Management (Risk, Incidents, Leadership)Emotional IntelligenceEthical ManagementGoalsHigh Performing TeamsInfluencingMeeting CultureEmail CultureLeadershipLeanLean LeadershipMarketing (Strategic Segmentation, Targeting & Positioning and Global Entry Strategies)MentoringMotivationNegotiationNeuro-linguistic ProgrammingObservational FeedbackPerformance ManagementPitchingPlanningPresentation SkillsProblem SolvingProcess ImprovementProject ManagementProject Management OfficeQuality Management SystemsRecruitmentRemote WorkingResilienceResource ManagementResultsRiskSalesScrumService (Design > Excellence) Stakeholder ManagementStress ManagementSuccession PlanningSustainability & Social ResponsibilitySystems ThinkingTalentTime ManagementVisionWellbeing

Defined and delivered an Enterprise Excellence transformation roadmap, programme and associated governance across departments (including HR, Property & Utilities, Products & Services) of a discreet arm's length Non-Departmental Public Body. The effective partnering with stakeholders and successful application of continuous improvement principles, methodologies and tools including Target Operating Model Design, Policy Deployment, Performance Improvement System, Leadership, Culture, Contract Writing and Asset Management (including IT), resulted in improved mission success, delivery aligned to organisational goals and increased workforce engagement. Further success of the approach is reflected through feedback received from Senior Leadership: “I wanted to say how excited I am about the future. In 13 years and counting, I can’t ever recall us having a vision, mission statement or clearly aligned objectives. We now have these. Further to this, I cannot even remember us being such an organised or professional team with clearly defined responsibilities enabling us to excel. We’re on the way to becoming that high performing team”.

Newham, England, United Kingdom

Worked closely with CEO, Board members and senior leaders of an NHS Trust (c2.3K staff, c400K catchment area) over a short 3-month period to identify, design and deliver a Leaders Development Programme that delivered culture change, an essential element of the overall Trust Operating Model people activity. Through gathering qualitive and quantitative voice of the customer and voice of the business data, created a sustainable multi-year culture change programme for 200+ leaders that improved the performance of leaders and their respective teams. This resulted in increased responsibility and accountability for their services, patients and staff while remaining consistently aligned with the vision, values and behavioural standards of the Trust.

As a Deputy Director of an NHS Trust (c3.7k staff, c500k patient catchment area, across multiple sites), played a crucial part in the design and delivery of a comprehensive, wide ranging and complex 10-year major strategic transformation programme to transform the way healthcare was to be delivered. As part of this newly created role, established and led a new Programme Management Office function that provided assurance, oversight and support to meet the organisational vision of becoming modern, integrated and outstanding. Responsibilities include:providing the Executive Chair with 1-2-1 support on establishing a Transformation Committee where the Trust Board reviewed the delivery of the Trust’s strategy.engaging with in/external stakeholders to ensure that strategic priorities were all delivered collectively throughout the Trust.creating the PMO vison strategy of “doing the right thing, at the right time and in the right way, all to the benefit of our patients and people”.developing a standard programme methodology & project delivery approach, a suite of change tools & templates, roles & responsibilities.tracking & monitoring progress to drive improvements in workforce performance, productivity and efficiency. holding Executives, Project Teams and stakeholders to account while at the same time providing impartial bespoke strategic & tactical support.delivering a training and briefing programme across the organisation on the agreed approach to programme management.developing, supporting & coaching Executive Sponsors and Project Leaders.developing a leadership “transformation ready” programme to ensure leaders and their teams were competent, confident and committed to achieving transformational change, along with project plans in place to deliver.contract negotiation, procuring, roll-out, and capability building on an organisation-wide new systems IT digital project management tool.recruiting and building the capability of a high performing PMO team

Edinburgh, Scotland, United Kingdom

Contracted by a global FTSE100 Investment & Asset Management company into a newly formed Culture of Improvement Team responsible for initiating, creating, delivering and sustaining a culture of improvement which included the thinking, tools, techniques and methodology that enabled Leaders and their people to deliver on their vision/strategy by linking strategy to on the ground delivery, by identify, owning and delivering improvements and by creating a sustainable culture of continuous improvement.Successful engagements included programmes/projects that improved organisational culture, collaboration, peer reviews, time management and an increased focus on outcomes within Global Teams resulted in capacity creation with further expected capacity creation annually.

London, United Kingdom

Led on the design and delivery of a multi-stream excellence programme focusing on improving leadership, sales, service and overall performance of multiple functions across a global financial organisation. A selection of programme activities with successes include:Led on a leadership improvement programme to enable senior leaders to better deliver on their strategic objectives by focusing on leadership skills and behaviours. The successful approach resulted in a 38pt increase in Leadership scores, far beyond the 5pt stretch target set. In addition, coached a portfolio of leaders to achieve their own coaching mastery accreditation resulting in a 100% first time pass rate. Scores of 100% reflected in staff feedback surveys on the leader’s ability to improve performance through coaching. Led various performance improvement programmes focusing on culture, high performing teams and performance management. Successes include an improvement in all 14 of the leadership & high performing teams performance categories, moving the team from the lowest to the upper quartile for performance; Organisational Culture which resulted in achieving 8 times the expected stretch score target on improving Leadership and 5 times the expected stretch target on improving Engagement; an Executive Director receiving a maximum score of 100% under performance management.Led various ethical needs-based sales excellence programmes focused on leadership, high performing teams, process improvements and key sales cycle methodology, tools and techniques. Success include the doubling of leads and c£60m of business in one area and c£50m in another; a significant 12pt increase in how the Director now led the Team and an increase in positive client feedback and improved relationships with trade associations.Led various service excellence programmes on improving service to customers and colleagues. Approach resulted in a 24pt increase in Engagement, far beyond the 5pt stretch target set.

London, United Kingdom

Introduced and led an optimised Programme Management Office and governance framework across various cross-functional change programmes/projects portfolios in a global financial Group. Relentless tracking of benefits and coaching of change teams within the respective portfolios resulted in increased benefits across a balanced scorecard of Quality, Cost, Delivery, Risk, People, Environment, Corporate & Social Responsibility. In addition, led a continuous improvement project across a Risk function that focused on vision setting and improved planning, resource management, delegation and timely delivery which resulted in an improved organisation wide Controls Risk Rating across Strategic, Compliance, Operational and Reputational Risk. Leadership & Engagement scores across the wider team also improved. Measures of success include c£60m of benefits and c1m improved customer interactions across a Customer Experience high value project portfolio, results that far exceeded my peer group.

London, England, United Kingdom

As part of the Continuous Improvement Central Leadership Team in a global financial group, defined the change transformational approach through aligning strategy and function/business needs with transformation, change and sustainability needs. Created a CI Intervention Model to turn around failing parts of the organisation. Successfully used when leading a Lean and Agile Ways of Working team of senior cross-organisation change managers to help turn around the fortunes of a failing (due to an unsuccessful change transformation project conducted by another team previously) business area into a market-leading part of the organisation. In addition to central team responsibilities, delivered several continuous improvement projects, including leading a simplifying customer journeys project within an Anti-Money Laundering function that resulted in c10% capacity created, increased process efficiency and a reduction in the property footprint. A positive sustained change in continuous improvement, leadership, culture, mindset & behaviours were also achieved.

London, England, United Kingdom

Responsible for defining, delivering and sustaining, at both a strategic and tactical level, a global customer centric International Banking principles and systems based Lean Continuous Improvement framework to sustain both functional and end-to-end Lean transformation programmes. Building this collaborative, sustainable, tailored, accountable, relentless and successful CI culture based on Lean principles, systems, tools, techniques, values, behaviours and leadership resulted in a 20% increase in expected benefits across Quality, Cost, Delivery, Risk, People, Environment, Corporate & Social Responsibility, with further 5% expected year on year. Defined and implemented a global Stakeholder Management Framework which was then adopted throughout the International Banking Lean Practice. Chaired a cross functional global Business Lean Continuous improvement Forum that supported Leaders, CI leads and Champions drive repeated positive actions to ensure a continual focus on benefit realisation, track performance against KPIs, the raising and mitigation of Risks/Issues, sharing of Best Practice and Lessons Learned, along with increasing the awareness and capability globally of CI thinking, tools, techniques and methodology.

Edinburgh, Scotland, United Kingdom

Created and led strategic and tactical business ready assessments helping to ensure the preparedness of elements of a global financial Group to undergo major changes. Conducted continuous improvement assessments on various functions across the group. Provided hands-on tactical support to function leads and their teams around the Lean Standards of Business & Customer Vision, Key Performance Indicators, Performance Tracking, Performance Meetings, Process Improvement & Confirmation, Root Cause Problem Solving, Standard Operating Procedures, Model Day, Workplace Organisation and Capability. Successful delivery of these assessments and follow on support played a pivotal part in further strategic and operational success in post-crash RBS.Developed a CI Intervention Model to turn around failing parts of the business. Successfully used when leading a Lean and Agile Ways of Working team of senior cross-organisation change managers to help turn around the fortunes of a failing (due to an unsuccessful change transformation project carried out by another team previously) business area into a market-leading part of the organisation. Developed a series of Lean CI Health checks helping businesses understand where they need to improve at both a strategic and tactical level so to sustain and further deliver success post change transformation. Built the capability of a network of global Business Lean Change Agents and Business Executives on Customer, Performance, Mindset and Behaviours, Organisation and Skills, Efficient Processes, Lean Standards, Lean Continuous Improvement Reviews, advanced Lean Tools, Techniques and Lean Thinking.

Worldwide

For c23 years, led teams of HQ professionals responsible for delivering, across c2000 staff at each location. Plaudits received from Executives include “an impressive leader who, despite the complexities of his post, possesses and displays sound organisational ability, excellent management practices and positive attitude in all he undertakes”. Brought in at short notice to lead an end-to-end HR project overseas that, through introducing new and more efficient processes on all the key HR primary activities, quickly turned around the fortunes of a continually failing HR function resulting in a successful outcome on an independent HR audit and plaudits from the CEO: “a remarkable turnaround for an office that had not achieved a pass for a protracted period.” Led the turnaround of a failing finance function that had been in decline for 2 years. Recognised by Executives “he has been instrumental in turning around a function that was near collapse, his work fully merits an exceptional report”. As the executive assistant to the Commander of British Forces (CBF) Pristina during the Kosovo mission in 1999, supported the strategic objective to establish and maintain a secure environment and to promote peace and stability in the country. Recognised by CBF for “supporting me extremely well in the roller-coaster existence of a Commander in an operational theatre”.

Sarajevo, Bosnia & Herzegovina

Appointed the first British Assistant Defence Attaché in Bosnia & Herzegovina tasked with opening the first British Defence Diplomacy Section in Sarajevo. Responsible for successfully implementing and managing various bi-lateral and multi-national high value sometimes delicate programmes/projects in conjunction with local and international governmental and non-governmental organisations such as the United Nations, Foreign Commonwealth Office, British Council, Regional Armed Forces, Local Government and International Diplomatic Community.

Ljubljana, Slovenia

Selected as the British Assistant Defence Attaché in Slovenia to assist with integration to EU and NATO and then later as the first British Assistant Defence Attaché in Bosnia & Herzegovina tasked with opening the first British Defence Diplomacy Section in Sarajevo. Responsible for turning British Government strategic priorities into successfully local and regional strategies promoted and delivered through various bi-lateral and multi-national high value, sometimes sensitive, programmes/projects. A high level of stakeholder and relationship management was needed as these were delivered in collaboration with local and international governmental and non-governmental organisations including the United Nations, Foreign Commonwealth Office, British Council, Regional Armed Forces, Local Government and the wider International Diplomatic Community. Achievements made in role recognised with the awarding of a medal and citation from the Slovene Armed Forces, the first member of the Royal Air Force to be awarded such an honour. Cited for dedication to duty and for the assistance provided. Plaudits also received from British Ambassador ”performs with exemplary professionalism”.