Kevin Burt Email and Phone Number

NON-EXECUTIVE DIRECTOR 2015 TO PRESENTIHANDOVER, SCOTLAND Appointed to a Non-Executive role focused on providing strategic support for the product development lifecycle and associated services, mentoring the Executive Team to produce the five-year strategic business plan, and coaching the Business to develop a sales and operational business model and execution plan, and developing the methodology for future software products.

The En-Sync 8020 group deliver OCM projects through its authoritative knowledge and practical application of requisite principles and practices to structure and organise work horizontally and vertically across organisations. Our approach is to facilitate and co-ordinate goal-directed behaviours across the whole organisation to deliver the desired outputs.

Consultancy-wide responsibility for developing policies, procedures, knowledge sharing, and innovation for various client accounts and consulting projects across Europe and CIS. Charged with overseeing the delivery of projects within timelines, ensuring the team received requisite training and development, and providing regular stakeholder reporting on the progress of the projectProjects included:Gold Miner; AustraliaLed a team of 3 staff to project manage the reorganisation of the assets, management systems and processes with a particular emphasis on breaking down the complexity that existed within the integrated mine planning process between the head office in Perth and the site operations.Energy Distributer; AustraliaAppointed as Account Manager on a 9-month business transformation programme to transition an organisation which was formally part of a larger state-owned entity and develop a structure and management systems and processes to allow the client to supply energy efficiently and effectively to the discrete regions of Australia including a particular focus on aboriginal settlements.Copper Miner; KazakhstanA high profile 2-year project driven by the corporate HQ, focused on developing culture, structure and reporting lines across 27 separate assets and identifying a significant reduction in headcount whist simultaneously increasing productivity.Copper Miner; NamibiaTasked as a Project Manager on a 2-month initiative to identify where headcount and complexity could be removed and increases in production to make the assets cash positive, following a significant drop in copper price from $8,000 to $2,700 per tonne.Iron Ore Miner; UkraineOperated as a Senior Consultant on a 2-year project focused on the selection, development, training and coaching of the clients High Potential Employee’s, aimed at building a continuous improvement team to develop systems and provide sustainable cost reduction improvements whilst also increasing output volumes.