Lindsey Hildreth Email and Phone Number

Responsibility for the provision of a quality service in partnership with the Business Units in areas of Business Improvement, Policy and Process evolution, Company performance measurement and monitoring.Key Aspects Support, co-ordination and facilitation of the Senior Leadership Team. Business improvement and process evolution to suit and support changing business needs. Management and implementation of Sterling Management System KPIs. Line Management of the IT Department and Fleet and Facilities personnel.Main Achievements: Compilation of a robust business change programme analysing risk, identifying stakeholders, impact on systems and departments, training requirements, timescales for delivery and financial monitoring. Gained project sponsorship on prioritised change projects from the Senior Leadership Team (SLT) through demonstrable benefits realisation in line with current business strategy. Setting up and facilitating the Employee Engagement Group (EEG), a group of staff from all areas of the company that met monthly to look at business improvement based on a risk mitigation strategy. From the issues identified, initiating working groups to resolve the larger issues, monitoring progress and reporting back to the EEG and SLT. Successful delivery of three IT projects, to time and budget, that improved efficiency and robustness of the IT infrastructure within the company. Successful facilitation and implementation of the reorganisation of two business units into one through initial analysis of requirements; the impact these changes would have on staffing levels, systems, processes, other departments; training requirements; staff engagement; communication and monitoring once the change had been implemented to allow continual improvement of the structure. Minimising the impact of the change projects introduced, ensuring that business as usual was maintained during the transition and the changes were effectively integrated into the business.

Responsible for the Quality element of the Company within the Quality, Environmental, Health and Safety Department (QuEnSH) delivering continual improvement in line with legislation and ongoing company requirements.Key Aspects Responsible for monitoring, maintaining and continually improving QuEnSH policy and procedures. Conducting annual internal and external audit programme. Supporting major project activities ensuring compliance to Group policy and customer expectations. Identifying and monitor Group and Business unit KPI’s to provide quantative objective data for business improvement. Implementing projects addressing any business improvement identified.Main Achievements: Ensuring a mechanism was adopted for recording best practice as well as non-conformance so that good systems and practices could be shared through the wider business. Improved relationships with internal and external stakeholders by improving communication from the QuEnSH department, holding face to face meetings specifically to address how to improve the service provided and clarifying requirements on data being provided to make business improvement analysis more robust. Through looking at continual improvement identified and developed an initial project plan for a change programme to improve operational efficiency and effectiveness throughout the Sterling Group of Companies which led to the creation of the Business Services and Change Manager post.

Responsible for project documentation, reporting, facilitating meetings with project stakeholders, ensuring project deadlines delivered on time and to budget for multiple projects for Sterling Power Training and Sterling Power Group.Key Aspects: As Project Manager for Aston University’s element of Western Power Distributions Falcon Project ensured monthly progress reports were submitted, attended stakeholder meetings and managed project team delivery against agreed milestones.  As Project Manager for the Willenhall Energy Storage System for Sheffield, Aston and Southampton Universities saw the project from the initial tendering process through to completed instillation. As project Manager for Sterling Power Utilities Operational Standards Project was responsible for re-writing Quality procedures, conducting internal audits, compiling reports identifying non-conformance, good practice and opportunities for improvement which were presented at board level.Main Achievements: Ensuring previous resistance to change and bad practice was not repeated by holding staff engagement groups to develop the new Quality processes for the Operational Standards Projects with staff directly involved in the processes deciding procedure content and implementation process through a training and communication programme. Asked to Chair the Willenhall EPSRC Advisory Board which drew together people from academia, business and government funded bodies to advise on project decisions and future research areas. Through demonstrating strong organisational skills, good stakeholder management and communication skills changed the perception of the Aston University representative on the Falcon Project from that of ‘they didn’t need a project manger to deliver the project’ to now including a project manager role in all their grant applications.

Main Achievements: Managed time and workloads of a team of 45 FTE, organising and prioritising work to meet tight deadlines, reducing an inherited backlog of work by 100% within a 12-month period exceeding the timescale for completion by 6 months. Chaired multiple workshops with stakeholders and staff to analyse their requirements to improve service provision. The resulting suite of documents produced clarified the data submission process and led to a significant improvement in the company’s asset data system. Successfully delivered a new performance management system roll out to over 200 staff within E.On using presentations and one to one meetings. Also provided telephone assistance and support once the system was live to ensure successful implementation.