Mark Challoner Email & Phone Number

St Denis, France

Member of the management team working across the Global Solutions Division (2100 employees, 6bn turnover) to improve overall efficiency, performance, visibility & action taking around key strategic activities. Such activities include bedding down of new organization, financials, business priorities & overall transformation initiatives required to take Global Solutions where it needs to be for essentiel2020.  Setting & monitoring of key divisional business priorities with team External & internal communications for OGSB head on OBS strategy & solution roadmap Change catalyst around new ways of working / agility / valueway techniques Team steering for greater collaboration / teamworking / reduced silos for one team OGSB profitability initiatives (incl. NRS)

St Denis, France

Tasked as a change catalyst to bring more structure/visibility & focus to the ID ITS division. Focusing on key transformation programs, budget prioritization & business partner alignment to meet the internal & external needs of the company/customers Fully aligned management team around strategic priorities, roadmap & associated budgets Successfully defined & piloted the new Demand Management process for network service requests with management decision to extend to all services. 2014 budget reduced by 10% vs. 2013 with full sign-off from stakeholders but with a continued focus on corporate strategies: Product Development, Digital, Security etc...

Paris

Responsible for the international part of a very large (>100M over 5 years) outsourcing contract for one of the major french banks. This role requires managing the successful implementation & transformation of all contractual engagements associated with the delivery of data, fixed voice & mobile solutions across 9 countries currently covered within the scope.

Paris

Management of a central finance team, acting as a catalyst in the return to profitability of the newly created Large Project organisation. Developing a clear and consistent approach to managing and evaluating the major financial elements of outsourcing contracts. - Successfully implemented quarterly Profit & Loss reporting of some 40 contracts for outsourcing deals and playing a key role in taking a 50M euro loss in 2007 to a circa 70M euro profit in 2009 - Continuously improved key financial processes (monthly closes, budget cycles, management reporting) enhancing understanding and quality of financial performance- Applying sound & consistent financial support to all business critical decisions - contract Go/No Go decisions- Cultivated & promoted a profitability culture

Paris

Responsible for providing the executive management team with visibility of opportunities to improve customer satisfaction, grow revenues and reduce overall cost. Managing a team across the international domain, working closely with divisional heads and product marketing to analyse and monitor performance and report across key strategic areas both at the operational and profitability level.- Identified cost saving opportunities in excess of $20m (e.g. on-time order delivery, Network Operator circuit provisioning/circuit disconnections and customer change management billing)- Successfully delivered customer & product ‘Profit & Loss’ reporting for both the International and French domain- Provided product gross margin, unit cost and productivity visibility to profit & loss owners and product managers- Implemented activity vs budget (5th of Month) reporting to the Chief Financial Officier

Responsible for the central performance reporting team (23 people, $4m budget) with company-wide responsibility. Providing reports and trend analysis to the divisional teams with view to identifying weaknesses and taking appropriate corrective actions based on root cause analysis. - Steered company focus towards a customer oriented reporting culture not solely network- Defined/deployed reporting standards and implemented periodic performance reviews across divisional teams backed by target improvement plans- Instigated programme for large revenue ‘Top 100’ customers with performance issues - Managed the deployment of a corporate datawarehouse and Cognos BI software with view to reducing manual reporting activity - including training of IT and business end-users - Eliminated 40% of reports and associated headcount through centralisation ($300K)

Reporting to Senior Vice President of Network Finance & Business Management, successfully created the central Project Office structure (4 people). Project managed the overall merger activities between the Equant and GlobalOne organizations for the Customer Service & Network division, which accounted for 80% of total new company headcount and 65% of total cost.- Successfully merged two networks in a 15 month timeframe - Headcount reduced by 40% in one year (2000 reduction) - 40 customer service centers consolidated to 26 - $15m saving- Standard processes and CRM tool (Clarify) deployed worldwide- $100m taken out of initial $510m cost base within a 12 month perio- Customer service performance levels maintained throughout merger period

Reporting to Vice President - Major Service Centre Development, responsible for project managing the design, build and initial operations of the Global Network Management Centre in Paris as well as the Global Provisioniong Centre in Nice. - Secured French Work Council approval to build centers & transfer 150 employees to new centre (7*24)- Successfully project managed centre build including: security back-up, power supplies, workstation design, IT equipment, network connectivity, staff moves, 3rd party management- Completed project 2 months ahead of schedule; overall spend 14% below budget $4.3m

A member of the Business Process Analysis & Reengineering team, reporting to the Senior Director. Responsible for re-focusing the company along a process centered customer service organisation.- Created/facilitated a company-wide customer service Change Management programme- Help Desk consolidation programme (160 customer service centers worldwide to 50)- Defined & implemented standard fault management processes worldwide- Selected & deployed (N. America) of CRM tool (Clarify) to replace existing tools

Managing operational aspects of the Textile and Point of Sale printing business. Responsible for implementing a fully controlled quality system (ISO-9001) and reducing overall operational costs.- Reengineered the dispatch process for Point of Sale (ASDA)- 100% of ASDA packs leaving dispatch bay on time with virtual elimination of over-time- Damaged goods reduced from 20% to < 5% with 10% reduction in production run size- Successfully implemented/obtained ISO 9001 certification for the two UK company sites- Delivered £30K savings from improved ink management- Achieved 50% reduction in screen damage & 10% reduction in print rejects

Mbs, Masters Of Business Studies

Activities and Societies: Member of local Water Polo team Member of Local Canoeing clubDissertation on Process Reengineering

Bsc (Combined Honours), Combined Honours Degree In Manufacturing Management With French

Activities and Societies: Member of Sheffield Water Polo team, Head of University Water Polo club, Canoeing Instructor for the University.

O Levels & A Levels (Maths, Physics, Chemistry, French)