Jack Gilmore Email & Phone Number

Birmingham, England, United Kingdom

Currently, I am working with a public sector client, managing a strategic project to improve the safety of critical national infrastructure. Previously, I took the lead on a fascinating Business Transformation initiative where we outsourced IT Operations for a consortium of companies. It's been quite the journey, from crafting a solid Commercial Strategy to managing vendor selection and building strong relationships with key stakeholders.

Reading, United Kingdom

My role here was all about driving Agile projects, including some complex meter trials and system integrations. I also had the chance to pioneer an industry-leading Load-balancing process, which was quite a ride. Plus, we managed to keep things running smoothly during the challenging times of COVID.

Swindon, United Kingdom

During my time at Thames Water, I had the opportunity to oversee outsourced operations across multiple locations and execute some aggressive migration plans. We worked closely with outsource providers on Commercial and Contract Management to ensure everything ran smoothly while maintaining top-notch customer service.

Royal Leamington Spa, Warwickshire, United Kingdom

Here, I was all about securing substantial funding for our initiatives, overseeing Smart Meters projects, and strategically managing collections strategies. We also successfully led an ITO Security/CIO Audit project, ensuring regulatory compliance and implementing a robust Security Controls Framework. In addition, I guided the Traditional Prepayment project, making sure we stayed within budget constraints.

Solihull

In my role at RWE npower, I was responsible for the procurement and commercial delivery of Smart Metering Systems, ensuring npower complied with government mandates while balancing cost management and customer excellence. I also played a key role in defining and implementing npower's Smart Metering approach for PrePayment Customers, including all necessary commercial agreements. Additionally, I managed the overall delivery of a significant SAP ISU release, introducing a new Work and Asset Management System for Smart and Traditional Metering.

I was responsible for defining and executing the Commercial Strategy, reporting directly to the Commercial Director.One of my significant accomplishments during this period was delivering substantial benefits in the Win-back Process. Through improvements in the Dialler File and the introduction of Value Targeting, we successfully enhanced the effectiveness of our strategies. Additionally, I spearheaded the establishment of Customer Value Measures in both Inbound and Outbound Channels, contributing to improved customer engagement and retention.

• In the early stages of a SAP CRM Implementation for British Gas (Agile Delivery), reporting to the Programme Director• Responsible for Business Engagement & Readiness, Training, Process Design and Documentation• Secured Resources from Business to support Programme. Created Process for allocation of Resources from the Business to ensure optimum distribution of SMEs for Deployment Phase• Created Training and Process Design Schedules and commenced build of Materials• Achieved high levels of stakeholder engagement within the Business Requirements phase

(Leave and Consume & Pay Journeys) (Level 5)Reporting to Director or ProcessResponsible for the management and improvement of 2 major end to end Processes Led on delivery of the ‘Get Reads' Strategy, transforming the way we manage customer's quarterly bills. This is a key enabler for British Gas' Meter Reading StrategyDelivered tactical workaround, enabling earlier delivery of benefits. This resulted in early delivery of £3m benefits in Q1 2010. IS resourcing issues would have otherwise resulted without any benefits being delivered until 2011.Introduced additional channel for Meter Read capture (IVM Dialler) Delivered £18m benefit in the Leave Customer Journey through tactical and strategic initiatives: Raised the rate of Objections from an average of 8% of all Withdrawal Notifications in H1 2008 to a record of 11.4% in May 2009Identified 4 Manual Workarounds to enable earlier delivery of Benefits, mitigating highly constrained IS ResourcesDelivered effective ongoing Process Management:Defined, socialised and implemented the Leave L1 Dashboard Defined and agreed Targets for all Dashboard Measures with Metric OwnersCommenced Monthly Dashboard Performance Reviews with all key StakeholdersDefined Operational Controls and testedSupported Internal Audit of Notification, Objection and Withdrawals Processes

Customer Journeys - Central Team and Leave (Level 6)In Central Journey Role:Instrumental in the design, definition and implementation of the Customer Journey Model.Developed the guiding principles that governed the structure and boundaries of the Customer Journeys.Assured that the boundaries of the Journeys are optimal for effective Process Management and Improvement through implementation of the Cross-Journey Design ForumLed on Documentation of the Journey Diagrams, enabling quick and successful initiation of Journey Reviews through clear communication of the scope of the Journeys whilst assuring consistency across all Journeys.In Leave Role:Performed Lead Analyst and Project Manager RoleLed development of key Journey initiation tools such as the Journey Diagrams, Dashboard, SIPOC, Stakeholder Map, Journey Mission / Objective and To Be Vision.Led Initial Stakeholder session and successfully achieved buy-in from key stakeholders.Led Deep-Dive reviews in Objections and Winbacks, these reviews led to the identification of the Leave Initiatives.Led development of the Leave Operational Controls, which were identified as best practice and used as the standard across all Journeys.Final Salary was £43,500 + packageReason for leaving: Promotion

Responsible for the development of the Process Architecture.Led a team of 8 analysts (BGB and Consultants) to develop materials which were used to support the roll-out of Beacon SAP.

Led the Deployment Process Team on the Jupiter Programme.Responsible for identification, design, development, testing and deployment of Complex Processes to ensure key customer requirements were met during the migration to SAP. These included Cancel Rebill (where the original bill was sent from the Legacy System) and required detailed knowledge of SAP / Siebel as well as Process Design skills. Led the Business Readiness Team for release 3A. Responsible for liaising with local Site Implementation Managers to ensure that roll-out plans were in place and followed. Managed User Verification Testing for Back Office sites at release 3A5; - Solihull Customer Management Directorate (Level 8)Responsible for training new starters and existing employees on Acquisitions and Withdrawals Processes within Solihull Office.Developed Training Materials for new Processes and Systems (e.g. B-Smart, Icon)Developed and delivered training on the most complex Customer Transfer Processes, such as Disputed Reads and Erroneous Transfers.