Jonny Baber Email & Phone Number

Changemaker bring deep knowledge and proven experience in designing and delivering change in a broad range of environments. We are a team of associates that combine consultancy, coaching/mentoring, interim management and contract experience to provide flexible solutions that ensure your change delivers the results you need. My role at changemaker is to set clients up for success in delivering sustainable change, “right-sizing” their delivery governance frameworks, and ultimately helping them become more effective at turning strategy into business outcomes.

United Kingdom

Led recovery of a failing change programme that will ultimately enable City & Guilds to deliver on its strategic vision for technology change - people, process and tools. The recovery focussed on re-establishing the basics of change delivery after the Programme scope had become too bloated, using a portfolio delivery governance framework to drive more informed investment decision making.

Basingstoke, England, United Kingdom

Implemented a companywide governance framework to improve efficiency, productivity, and quality of change delivery, including a flexible approach to Project Management delivery standards to drive best practice and improve data quality. This data was then used to drive improvements to reporting, insights, and decision making - at a working level to support project delivery, at a Portfolio Level to improve resource management, and an an Enterprise level to support investment decisions.

London, England, United Kingdom

Short term consultancy position to establish the organisational separation programme (People and Technology) needed to re-align Liberty Global and Virgin Media, as a pre-requisite for joint venture activity between VM and O2.

Maidenhead

Managed the team responsible for delivery of Marketing Propositions, Big Data demand, and Customer Channel improvements (Retail Stores, Web, Mobile, and Contact Centre) - a highly engaged team of 30 PM's and associated support staff delivering up to 50 concurrent projects against an annual capex budget of £35m.

Maidenhead

Led delivery activity to set-up a new "Big Data" directorate at Three. A high profile, technically complex Programme that was subject to CKH Group exec level scrutiny, and ultimately required strong stakeholder management to balance what proved to be unrealistic benefit expectation, against the reality of delivery constraints and real-world consumer behaviour.

Programme lead on the change programme that introduced a marked improvement in Three’s demand management process. This was the catalyst for moving the Business to a more mature, systemic way of working, with a clear focus on improving early project deliverability analysis to drive more informed investment decisions.

Portfolio Manager for the “Network Perception”, “Products & Services”, and “Devices” portfolios (15 Project Managers across technical and non-technical workstreams, and an annual project delivery CAPEX budget in excess of £20m). The Network Perception Programme was particularly successful, driving an improvement in the company Network Perception KPI from a score of -5 to +20 during this period.

Battersea, London

Led the process to secure strategic investment in the INQ business. Reporting directly into the INQ CEO, and working with selected investment banks, venture capitalist partners, and prospective Telco’s – all with an interest in acquiring INQ’s ‘Social Mobile’ software after the Business decision to pivot away from being an OEM.

Battersea, London

End to end responsibility for managing the roadmap of ‘Social Mobile’ software INQ needed to build, buy, license, or fix - from integrated products and apps, through to OEM and Operator requirements and defect management.

Acton, London

Short-term contract position working with a small team to undertake initial feasibility and early stage launch planning for a new Talk Talk mobile virtual network operator business. Key responsibilities included business case, technical due diligence on prospective MVNO partners, and operational/organisational planning.

St Albans And Paddington, London

Managing the team responsible for building the Orange digital TV service in the UK – effectively a start up business, but within the wider Orange UK and France Telecom organisations. The team was the primary interface between Marketing and Technical teams (development, testing and operational), and liaised directly with counterparts thoughout the business and associated third party suppliers, to leverage iptv technical expertise from across the France Telecom Group.

Maidenhead

Project management & requirements analysis for the Products & Marketing Group. Responsibility for a project’s scope, overall solution design, implementation & operational management. Projects delivered included some of H3G’s most innovative and technically complex products and services, including dialtunes, live streaming, and user generated video content (the latter two products were ‘world firsts’ on a mobile platform).

This role, during the critical months after 3’s commercial launch, was to monitor and improve product operational excellence against agreed business priorities. Responsibilities included daily updates and recommendations to the executive team, management information reporting with KPI tracking, and competitive intelligence and analysis to influence new product planning.

Maidenhead

The business analysis team at 3 was the primary conduit between the customer community and the software development and implementation teams through which requirements flow. We provided high quality business analysis to a wide range or products and support services with my areas of responsibility including games, content charging services, m-commerce, and SMS/MMS alerting.

Various

Consultant at Xansa (acquired by Steria in 2007), initially working on Severn Trent Water’s Network Management Centre amalgamation project, before a move to Hutchison 3G’s extensive pre-launch Business Analysis operation. The latter role ultimately led to the full time Senior Business Analyst position at Hutchison 3G.

Nottingham

Working as part of a six-man shift team, I was responsible for 24-hour telemetry monitoring and incident control at the second biggest water company in the UK. The role carried extensive responsibilities and virtual management of a standby incident support team in excess of 200 personnel.