Michael Behan Email and Phone Number

Business improvement consulting to the utilities engineering industry

From key project management to business transformation, as Operations Director my remit has flexed to business need, established significant growth in both process, policy and efficiency and diverged to commercially led strategies including the sale of the company to Parson Peebles Group in March 2016. Key Achievements Transformed commercial performance from £200k (2003) to sales over £5.3m (2016). Established 10 key framework agreements to secure Tier One Supplier Status to the Water Industry.  Addressed the challenges of a non-compliant actions resulting in the company going into CVA in 2009. Established a strong emergence strategy at CVA exit in 2011 to rebuild industry and partner trust. Tier One Status – Water Industry Transformed the business operational model to establish new structures, governance and rigour.  Established top-down frameworks to achieve improvements in communications, performance and efficiency. Opened opportunities with potential new suppliers, partners and clients to negotiation and secure contract and framework agreements.  Responsible for Contract Framework performance, achievement of SLA, governance, targets and quality. Project oversight and management of manufacturing, repair, installation, mechanical and electrical projects.Operations & Transformation Implemented new business guidelines and strategies to achieve compliance and commercial growth. Collaborated with business area Directors to lead strategic growth, planning and innovation.  Inspirational leader, performance manager with full business contingency planning to develop talent. Facilitated budgetary and commercial performance across operational areas; achieved audit and compliance.  Established challenging targets and growth goals to achieve forecasted financial levels for strategic growth.  Oversight of regulation, compliance, audit and quality across operational practices. 

Continuous Role: Wyko bought Lewis DMR Ltd in 1996 Tasked with the remit of merging the Southern Regions Maintenance & Distribution divisions into a singular integrated approach to operations, I defined the strategies, frameworks and schedule to achieve business transformation for future growth. Reporting direct to the Board, I influenced change at the strategic and operational level for maximum results. Key Achievements Exceeded targets for 5% growth post-transformation with a £8.9m turnover and net return of 17.8%. Transformed client and sales operations to achieve uplift in call conversion rates to 75%. Established new frameworks to manage contracts to achieve profitability from all contracts and accounts.  Implemented new training programmes to cross-fertilise knowledge to sales and management personnel. Defined key strategies to seize inter-company trading through transition phase and meet commercial targets.  Secured the Southern region as the only divisional area to consistently exceed budget and targets Year on Year. Transformation Developed and implemented integrated approaches to divisional merge defining strategy and new frameworks. Liaised direct with divisional leaders to facilitate change and identified areas for business improvement. Defined new sales and commercial strategies including the redefinition and implementation of ‘Monokey’. Established new accountabilities and role definitions to achieve full postcode coverage from sales platforms.  Renegotiated all contracts to establish new KPI, SLA and contract responsibilities.  Implemented new customer satisfaction tools, controls and strategies to improve client satisfaction.  Chaired monthly sales and management meetings at the branch level to implement profitable growth.

Challenged with the remit of achieving operational and commercial growth and the performance management of a 77-strong shop-floor and administrative force, I transformed operational processes to re-establish control of efficiency, performance and achieve customer satisfaction.Key Achievements Leveraged immediate impacts achieving a 15% net return on sales, the highest in over 10 years. Transformed leadership and management structures to improve operational response and communication.  Implemented a new sales and marketing strategy and led the introduction of a 24/7 repair service. Responsible for optimising of commercial growth, profitability, cash generation and account management. Established new structures to monitor quality, Health & Safety, regulatory rigour and compliance. Led the transformation of the Coventry operation to achieve new targets for efficiency and customer service.

 Transformed commercial performance from a 3-year breakeven stagnation to £200k profit in year 1. Achieved Board approval to liquefy overheads and capital spend of £70k to launch a fabrication workshop. Redefined business objectives, strategic plans and growth and commercial frameworks to achieve compliance.