Mike Pearson Email & Phone Number

Leeds, Gb

Leeds, Gb

United Kingdom

Delivering Transformation programmes in Fleet and School Transport services for Local Authorities.

United Kingdom

As an experienced leader of transformational change, I am engaging with companies where my experience can positively contribute to increased efficiency, cost benefits and improved business performance.Clients worked for:Edge public Solutions LtdKier Group plc - Unity PartnershipContracts undertaken with:LB Hillingdon (Aug 2020 to date)Brighton & Hove City Council (July 2020 to date)Bradford MDC (Nov 2019 - Feb 2020)Lancashire City Council (April - June & Dec 2019)Brighton & Hover City Council (Mar - Dec 2019)LB Redbridge (Jan 2018 - Jan 2019)Harrogate Borough Council (July 2017 – Aug 2017) Oldham Council (Jun 2017 – Sep 2017) LB Hillingdon (Apr 2017 – May 2017) LB Enfield (Jan 2017 – Mar 2017)

Various (See Assignments Portfolio Below)

Review of council services, identifying areas for improvement and producing business proposals. Transformation of public services; improving performance and reducing costs in a range of departments including Revenues & Benefits, Fleet and Passenger Transport, Procurement, Customer Services, Housing Repairs, Highways, Parking Services, Operational Services and Social Care. Stakeholder management throughout the programme delivery. Key Achievements:• Achieved cashable savings of over £9.5 million across a range of services with several councils• Delivered successful transformation and change programmes with a number of councils• Project management of several software installations and system developments• reviews of several council departments identifying potential savings of over £20 million

• Transformation of ‘The Alliance’ Procurement Service achieving cashable savings of £2 million through process re-engineering, software implementation and service restructure. • Two-month review of the Customer Services scanning and indexing team at Nottingham achieved a reduction of 2.5fte and a saving of £75k.

Interim Manager of the Operational Services department (including Waste, Streetscene, Horticulture, Leisure and Transport) with around 100 fte’s. Managed the service and completed a review of the high level processes, recommending the introduction of mobile working, identifying potential suppliers and arranging presentations. Evaluated the commercial waste operation with recommendations to improve efficiency. Direct report to the Executive Director and a member of the Executive Management Team.

Transformation of the Fleet Management department achieving savings of £3.5 million through a restructure and re-engineering of processes. Implemented changes to the fuel management system, including interface with the financial system, re-ordering process, use of fuel cards and performance monitoring resulting in a reduction of 15% in fuel usage and annual savings of £370k (over 20%). Full review of hired and owned vehicles/plant resulting in a new hire process (using web form) and establishment of a procurement framework for hires overall saving of £2.8 million (£1.6 million p.a. ongoing).

• Management of the Fleet Maintenance service improvement programme at Northumberland. Achieved cashable savings of £1.95 million against a target of £1.57 million through the procurement and implementation of a fleet tracking solution resulting in improved efficiency of vehicle usage and rationalisation of the fleet, re-engineering of the fuel management process (installing on-line software and establishing centralised fuel management) and the implementation of new interfaces between the fleet management and financial systems to improve financial controls • Report produced for HPCH on the end to end housing repairs service recommending areas for improvement including mobile working, system development and asset management that would generate savings of £1.6 million

• Review of the procedures, processes, systems and performance of the Social care services at Newport and production of a report on the way forward including system development, restructure, mobile working and care commissioning. Identified potential savings in excess of £20 million over 3 years• Transformation of call handling and face to face performance at Darlington resulting in an improvement in service from 78% to 95% of calls being answered• Service review and report on Legal & Democratic Services at Scarborough identifying improvements to the service by the use of electronic document management, mail, print & post technology and redesigned processes and procedures. Identified potential savings of £526,534• Review of the internal mail processes and procedures at Reading• Reconciliation of the nominal ledger transactions to the bank balance at South Derbyshire District Council. • Review of the Housing Repairs customer contact process at Southwark from initial report of an issue to the job being completed including reviewing the contact centre procedures, the job allocation/completion process and use of mobile working technology

• Successful delivery of a programme to establish an Integrated Transport Unit for fleet maintenance and social care passenger transport at Darlington. This included a full service restructure, changing the workshop operating hours, a complete review of social care passenger transport routes including the internal transport provision, the procurement and establishment of a coach and taxi framework for social care and restructuring the internal transport provision. Successfully procured and implemented a fleet management software package and upgraded the fuel management system. Achieved cashable savings of £1,290,763 and further efficiency savings in excess of £250k• Review and report on the procedures, processes, systems and performance of Parking Services at York

Various (See Assignments Portfolio Below)

Delivery of service reviews and transformation projects for several Local Authorities delivering over £750k in savings

Transformation programme for Highways, Street Lighting and Parking Services including changes to processes and procedures in highways maintenance and street lighting together with the procurement and implementation of fleet tracking software. Increased collection in the parking services team by over £500k p.a. and improved customer service from 7% responses in 10 days to 93%.

• Review and report on the Benefits Overpayments procedures, systems and performance at the 13 authorities in the group that identified improvements in procedures that would result in improved debt collection of £8m and a reduction in debt by £9.5m within 3 years. Subsequent 6-month programme to implement 'best practice' procedures at 9 of the authorities with resulting collection improvement of £644k achieved against a target of £403k. Detailed service reviews completed at the other 4 at their request. • New debt collection processes implemented and 2 external collection agencies appointed at Great Yarmouth achieving savings of £124k within 2 months.• Mail and post procedures reviewed at Northampton with a report on improvements that would save £36k p.a.

Bradford, United Kingdom

Managed a team to produce short and long term forecasting and scheduling of staff across a multi-site, multi-client organisation, management of operational telephony systems to meet business requirements and provision of MI to management and clients. Supported the bidding process and implementation of new business. Enabled the handling of 98% of calls offered, 95% within 30 seconds and responding to 100% of non-telephone contacts within 5 working days.

Bradford

I held various roles within the Customer Accounts department, being promoted six times during which I managed the billing and debt collection operations culminating in managing the back office processing of customer contacts with around 100 fte’s and an operating budget of £1.1 million. The roles included process, quality and performance management, recruitment, training and workload forecasting. Achieved best performer in water industry for the level of arrears and bad debts written off in consecutive years and improved response times to written customer contacts from 79.7% within 5 days to 99.91%. Worked with external consultants to review processes and procedures, introduce a performance management system and a quality system using six-sigma methodology.

Master Of Business Administration (Mba)

Education record

Diploma in Management Studies Certificate in Management Studies

Education record