Jackie Barnacle Email and Phone Number

I am a volunteer mentor for the Aspire Foundation whose goal is to positively impact the lives of one billion women worldwide by 2020.

Working as an Executive Coach and coach mentor as well as having specific responsibility for the relationship with one of Corporate Potential's International clients Corporate Potential helps organisations deliver performance cultures, inspirational leadership, first class internal coaching services and high performing, engaged teams.

I was responsible for delivering improved business performance through the identification, development and delivery of strategic change programmes in the HR and Payroll Service line. Working with my colleagues in the HR and Payroll Leadership team I mobilised a number of key change programmes in 2009 and 2010. These focused on either cost reduction in the case of our investment in a Business Process Management tool and upgrading our server infrastructure, or on revenue generation in the case of our restructuring of our Sales and Account Management Function and our Sales Enablement Programme which delivered an improved bid process, increased sales collateral and greater referenceability. My specific responsibilities were to ensure each initiative had an agreed business case, manage the programme governance process and ensure accountable business leaders delivered the anticipated benefits.In 2005, I completed a 10 month Coach training programme, run by an external coach training company, I became a founder member of Logica’s internal group coaching team. I provided coaching support to Managers participating in a number of senior leadership development programmes. In May 2008 I completed a Coaching Supervision training programme and subsequently provided supervision/mentoring support to a number of my internal coaching colleagues. I participated in a working party led by our Group Learning and Development Director, which was tasked with reviewing and recommending improvements to our internal framework for coaching and leadership development. As a result of my coaching, individuals either improved their performance in their current role or have gone on to undertake new roles in line with their Career development plans.

leader of the business unit which transitions new customers into Logica’s outsourced HR and/or Payroll services and provides additional implementation and consultancy services to existing customers. My objective was to improve the profitability of the unit. I achieved this by increasing the utilisation of the team, exporting staff to other Logica projects and putting an approval process in place for all non–billable time; making Project Managers accountable for the profitability of their projects and holding monthly financial reviews with each of them; and gaining commitment from the Client Service managers and encouraging them to work with my Project managers to increase the level of change control on each project. The budgeted Gross Profit % for 2007 was 44%. I achieved 63%. The budget for 2008 was 67%, when I left the function my forecast was to achieve 70%.

In October 2005, Logica merged its UK Government and Private Sector Payroll Service Businesses. As part of merger the business was restructured and a new Client Relationship Management (CRM) function created. I led this function whose role was to improve customer retention and increase the value of sell-on business. The team was 11 strong and had responsibility for 350 customer accounts. The in–year revenue target of £5m for 2006 was exceeded by £1.5m. The total order value achieved was £13m. I was personally involved in turning around two key accounts, and led the signing of a £6m contract renewal with a major Utilities provider.

I was asked to take over the running of a business which had approximately 900 customers and an annual turnover of £20m. My objectives were of stabilize the business and return it to profit. I achieved this within my tenure (£400k loss to £1.2m profit) Key to my success was clearly communicating the immediate business objectives and delivery plans to all staff; turning around a number of vulnerable accounts; reintroducing the selling of consultancy and development services; and restructuring to reduce staff costs.

Roles included Account Manager, Resource Manager, Business Unit Manager and Staff Director

Business Information Manager;Internal Business Consultant;IT Project Manager;Systems Programmer.