Embarking on an organisational transformation, such as 𝗚𝗿𝗼𝘄𝘁𝗵, 𝗠&𝗔, 𝗗𝗶𝗴𝗶𝘁𝗮𝗹, 𝗛𝗥, 𝗙𝗶𝗻𝗮𝗻𝗰𝗲, etc, will stretch organisational competence to the limit, especially the individual competence of 𝗧𝗲𝗮𝗺 𝗟𝗲𝗮𝗱𝗲𝗿𝘀, 𝗠𝗶𝗱𝗱𝗹𝗲 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀 & 𝗦𝗲𝗻𝗶𝗼𝗿 𝗟𝗲𝗮𝗱𝗲𝗿𝘀. The one factor always overlooked is Individual and Organisational Readiness prior to the transformation. This is a key reason 70% of Digital Transformations fail as well as 50-90% of strategic initiatives. To address this phenomenon I will assess your organisation across 6 domains that fold in to Strategy, Culture & Operations:• 𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲: Build the right strategy • 𝗣𝗲𝗼𝗽𝗹𝗲: Build the right culture• 𝗣𝗿𝗼𝗰𝗲𝘀𝘀: Build the right operating model𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝗴𝗼𝗼𝗱 𝗹𝗼𝗼𝗸 𝗹𝗶𝗸𝗲?𝗣𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲:• Grew SME by 35% in 1st year of support• M&A of £1.2million turnover tech company• Finance Function of 274 achieved world class, 0.7% turnover.𝗣𝗲𝗼𝗽𝗹𝗲:• 100% staff retention during off-shoring, 50 staff• 36% absence reduction in 9 months, 300 staff• 15% up to 80% engagement in 12 months, 241 staff𝗣𝗿𝗼𝗰𝗲𝘀𝘀:• 50% saving (£5million) in SSC annual running costs• Re-engineered life science ops strategy in 8 hours• Re-engineered Finance Invalid Deductions in 16 hrs

Supported Stirling Council COO following arbitration after HR failed over 2 years to resolve Shared Service Centre issues involving Mental Health Professionals (MHO's):• Created bespoke performance package for disenfranchised MHO’s.• Eliminated longterm sickness absence, from 50% to 100% capacity.• Generated salary time and service saving circa £740k per annum.Worthy of note was the pace that change was embraced during this project, from 100% disengagement to 100% engagement, following 30 days work over 4 months an empowered, assertive and solution orientated team emerged.

Revisit subjects of interest, career direction and professional development all while riding up and down mountains. Notably:• Completed an NLP Core Skills refresher course with Pegasus NLP.• Enrolled in OU Degree: Psychology, Economics & Business.• Set up software company focussed on learning & development.

With a focus on organisational development, worked with HR Director to ensure HR became a valued strategic department within HUK, moving away from purely transactional services. The following were delivered in 7 months:• Identified skills development need in Business Partnering.• Created “Ideal” Business Partner model & training tool.Worthy of note from this project was the investigation of the previously poorly understood abstract concept of Business Partnering. After interviewing senior leaders from BT Global, EE, Iron Mountain, HM Prison Service and several other LE's, a concise & invaluable "Personality on a Page" definition of a Business Partner emerged. This set the aspirational benchmark for Business Partnering.

Supported the UK CFO to unite the organisation behind the goal of achieving "World Class"​ (0.7% Turnover), ensured skills gaps were filled and created effective communication feedback loops, so the following were delivered in 12 months:• Created senior leadership development program.• Created development framework aimed at line manager capability.• Created interactive annual communications cascade framework.• Created interactive annual conferences x 2 (impact measured).• Created innovative "Finance People of the Future"​ recruitment tool.• Created innovative succession planning model.• Created innovative leadership program for Order to Cash (OTC).Worthy of particular note for this project was working with OTC throughout off-shoring process. All year end KPI's were exceeded & 100% employee retention until exit dates.Also worthy of note was an annual salary time saving of 60 days across a team of 10 reporting to CFO by simply re-engineering 8 monthly & 4 quarterly senior leadership meetings. equated to £462k annually

Revisit subjects of interest, career direction and professional development all while riding up and down mountains. Notably:• Reflected on previous project, assessed what worked & what didn't.• Completed NLP Train the Trainer certification with Pegasus NLP.

With focus on the behavioural aspect of Organisational Transformation, worked with Finance Director and Leadership Team of SSC to drive wholesale organisational change. The following was delivered in 1 year:• Problem diagnosis, accelerated by 3 mths saving c£2m• Re-engineered multi-£million process in 16Hrs. • 50% organisational cost savings, no incremental investment required. • Methodologies used accelerated change program by 8 months.• 15% engagement flipped to 80% of 241 staff in 12 months.• Coached emerging leaders to success in new world hierarchy.Worthy of note from this project was the empowering team work rooted in process re-engineering and the organic rise of those suited to leadership roles, who were then funnelled into a leadership development program to prepare them for leadership roles in new world SSC.

Regular appearances on the popular BBC Radio Scotland show, MacAuley & Co, for insight and "how to" on the things we typically want to improve in our lives.

Created and led shop-floor initiatives on behalf Fitbug in their behaviour transformation project via Corporate Wellbeing with Tesco Stores to reduce absenteeism:• 36% reduction in absenteeism in 9 months, translated to national annual saving of £19 million.

Delivered a change management program that aligned university health, fitness & sport services with current industry trends & technology.• Zero cost strategies increased participation in fitness and sport. • Over 50% increase achieved in measurable areas.

Backpacking around the above locations to get out & about and learn different ways of doing things from different cultures.A point of note was working as a Trapper for the Department of Conservation (DoC) in Te Urewera National Park, New Zealand. • Save endangered indigenous Kaki, reduced to last few mating pairs.• Rodent populations introduced by humans had no natural predators.• Control rodent population and reduce consumption of Kaki eggs.

Accident Investigation & Prevention (AIP) site studies identifying the causes of recurring accident patterns. • Driver behaviour change via low cost physical counter measures.• £1m saving for every fatal accident prevented.

• Completed P-Company, regimental selection.• Completed Wings Course at RAF Brize Norton.• Completed Army PTI course at ASPT Salisbury.• Programmed & led training to prepare recruits for P-Company.• Programmed & led training for maintenance of trained soldiers.As a member of 15 Company, 4 Battalion, The Parachute Regiment (15 Coy, 4 Para) I discovered the resilience, tenacity and determination within that has been my foundation of everything I have set my mind to in the last two decades. I often hear the phrase it was character building, when in actual fact it was character revealing. I consider this one of my greatest achievements and life experiences to this day.

In 1996 I attempted winter selection through D Squadron of 23 Special Air Service Reserves (23SASR), based in Scotland. I signed up as a naive civvie with no prior military experience, a whole lot of self-belief and an unspoken desperation to get out of a rut at age 23. This was a pre-internet-pre-google-world.I made it as far as the final 6, out of the original 40+, before going to Hereford for test week. However, I made a rookie pacing mistake in near zero visibility, missed my RV cut-off time and just like that my time came to an end with these immortal words from the DS "For you the war is over". Yet, I still had a tremendous sense of achievement.I knew I was in way over my head early on. But, I was Iearning so much about what I was capable of when the odds were heavily stacked against me. I distinctly remember the moment everything we were being taught clicked in to place. I was dropped off the 4 tonner, given my grid reference, asked where I was and told to point at my map. I was given my next RV grid reference, asked where it was on my map and without any feedback assertively told to get away. I tabbed off in to the middle of nowhere in an oddly zen state.The DS recommended I get some experience under my belt in the Para's and return for another attempt in a year or two. I never did. I got the validation I needed at that time in my life. I still get emotional when I think about the difference this experience made in my life.

4 year rotation as a trainee within Strathclyde Regional Council Roads Services serving roughly 9 months in each of the following disciplines:• Accident Investigation & Prevention (AIP).• Structural Engineering: Bridge Maintenance, e.g. Kingston Bridge.• Structural Engineering: M77 & M74 motorway extensions.• C.I.T.R.A.C: Glasgow City traffic flow monitoring centre.• Glasgow North Area Office: City Centre North Roads Maintenance.Worthy of note: AIP was by far the most interesting and rewarding, working with Strathclyde Police to investigate causes of recurring accidents then developing engineering solutions to influence driver behaviour.