I was responsible for the operations function (both finance and HR) which encompassed all business operations and internal processes for SKT Consulting.All that rather dry 'stuff' took place in an amazingly vibrant culture which comprised a group of like minded colleagues all committed to being the best they could be for our clients ... whilst remembering to smell the roses (or the grapes or the hops!) along the way.Elliot Newsome founded SKT Consulting in 2011 to offer a first class service to clients, based on his passion for solving problems and delivering exceptional results about which both SKT Consulting clients and consultants could be jointly proud. Based on those goals, we were able to drive large-scale, transformational change typically working with our clients on their most critical and complex projects, delivering exceptional solutions on time and to budget.In the months leading up to the acquisition of SKT Consulting by Sia Partners, my operational and leadership roles were extended to cover the responsibility for managing the SKT Consulting end of the sale & purchase activities. This included responding to all 'due diligence' information requests from the purchaser, populating a data room and liaising with both sets of legal advisors.... and so, my 4 years at SKT Consulting came to an end in a flurry of intense sale & purchase activity which tested all those who were involved but ultimately resulted in the closure of the deal.Those 4 years at a small but ambitious and fast moving company were hugely enjoyable and served to demonstrate just how many similarities there are between a young start-up firm and a global company like Aon. Because both organisations shared a strong commitment to their clients and strove to achieve excellence in all that they delivered, my transition from monster firm to minnow was never going to be very difficult… and so it proved.

‒ Ensured commercial strategy was translated into effective commercial operations. ‒ Built relationships with key individuals, understanding the main issues, establishing realistic priorities, and focusing on delivery and effecting change. ‒ Created a stakeholder management framework to improve relationships and communications with key business stakeholders from elsewhere in the business.‒ Led the EMEA implementation of ‘Client Promise’ – Aon’s client management methodology.

‒ Led the integration, merging two different cultures, processes, initiatives and structure, whilst ensuring that the internal focus required had no negative impact on clients.‒ Ensured that staff engagement throughout the integration was kept as high as possible and that no key members of staff or clients were lost.‒ Balanced the need to address integration issues over the initial 12 months with the need to ensure that any changes introduced would act as a foundation for future growth.

‒ Delivered against a P&L, with double digit growth targets. ‒ Developed the Aon operating model to improve service delivery and cost effectiveness.‒ Championed the leadership drive in the business, growing “tomorrow’s leaders” and facilitating change among those senior staff who were the most resistant to change.

‒ Oversaw consistent annual revenue growth. ‒ Led Farnborough to an award in 2000 for its business contribution. ‒ Client Director for some of the larger clients, responsible for overall service provision and client relationships, negotiating contracts and expanding service provision.‒ Managed the office’s evolution, in overseeing the introduction and growth of Aon’s initial DC operation and the integration of colleagues following the closure of the Alexander & Alexander office in Woking.