Transformation specialist, freelance and contract consultancy, strategic advice, direction and oversight to successfully deliver prestigious and business crucial initiatives for game-changing brands. Cost reduction and business improvement expert, business modelling, organisation 'right sizing' and redesign. Also trouble-shooting and 'hands-on' management to achieve kick-start, acceleration, recovery / rescue of challenging Programmes and Projects for clients including:Telco: EE, BT, Orange,3, Vodafone, Ericsson, MBNL, Logistics & Parcel Delivery; FedEx, TNT, Hermes / EVRiFinancial Services; Visa Europe, HBOS, NatWest, RBS, HSBC,National & Local Government; Swindon Borough Council, City of Westminsteron achievements including: Digital Transformation, Migration of Data, Software and Services, Business Change, New Product & Service Delivery, New Business Start-up, Divestment and Mergers & Acquisitions, Post cyber attack recovery, New Mobile Payment Products and Services, CRM, ERP, Process, Technology and People Optimisation, Incremental Strategic Partnership and Managed Service delivery, HR Change, Brand re-invention, International HQ Build and people move. As the founder and managing director of Eight Eights, I lead a hand-picked community of High Impact Talent - Programme, Change & Transformation specialists who partner with businesses to help deliver strategy effectively.Driven by exceptional customer service and experience, Eight Eights has revolutionised work styles to give businesses and in-demand talent the agility needed to succeed. Creating a culture of authenticity, connection, balance & performance for a brighter future.

Major business transformation programme leadership which delivered improved and enhanced processes with digitisation and new technology, reduced operational costs (by 26%) and timescales (by 38%), and increased profitability (by 29%) following significant venture capital investment.Enablement of a record number of parcels subsequently delivered, Evri re-brand launch (consumer awareness 70% above expectations) and successful launch of Self Employed Plus (SE+) Pension scheme, further enhancing the benefits of the unique SE+ model. Services measures improved - Trust Pilot score 4.4 / 5 Courier Star Rating 4.7 / 5

Led major application & data migration programme and projects to re-platform and migrate the EE middleware applications from a third party hosted data centre to BT Enterprise cloud as part of the BT / EE IT Integration Programme.All interfaces migrated successfully enabling the externally hosted application to be decommissioned. Outcome : BT realised £2.9 bn cost saving and operational benefits within target deadline with no interruption to service.

Airline sale and divestment of TNT Airways (value $4.8bn) - including 'carve out' of cross-functional multi-skilled international team, operations, processes, IT systems, technology, assets, buildings, migration of data and applications to new owners. Airline compliance ownership regulation dictated vital this requirement to enable FedEx takeover of TNT to successfully go ahead as legalisation prevents a US company from owning a european airline.

Led the FedEx and TNT operations IT integration by managing a team of offshore development, test resource and TNT and FedEx team subject matter experts. Led FedEx Integration Projects, SoX compliance, InfoSec and Financial / Treasury projects to digitise, update and maintain legacy systems in UK and territories across Europe, Middle East, Africa and Far East.Led key projects to recover business critical management and customer systems supporting c.500 locations globally after a Petya cyber-attack.

Led HR, People Development, Learning, Competencies and Performance Reporting Transformation Programme for end-to-end digital employee experience (internal brand re-invention aligned to H3G brand promise) for over 6,500 employees worldwide.Glassdoor 2015 Employees Choice Awards Winner - Best place to work in the UK6% Customer base and Service Revenue growth.

Led new ways of working programme that increased productivity and delivered economies of scale and cost savings across the business.

Led introduction of Programme Management Office (PMO) and processes for streamlining IT & Business Programme and Project Management. Consulted with senior directors and leadership team to Identify and compile business wide Risk Register.

In partnership with Monetise, programme managed the introduction of the first wave and pay technology - the first mobile Person to Person payment which revolutionised 'how we all borrow and lend'.

Led key MBNL and H3G technology and connectivity initiatives significantly improving performance and cost of this 'backbone' mobile networks and infrastructure.

Led Best Network and 3Retail Programmes incorporating: - boosting network and data traffic capacity ( doubling size of network, boosting capacity & quality to handle data traffic explosion)- improving brand and network perception - Best Network promotion- improvement of employee, customer and non customer perception - sales force mobilisation - improving sales processes and store management, by way of system automation and process improvement - implementation of a revised training strategy for store employees.2011 award winning network that covered 98% of UK population2011, 2012 and 2013 saw a 10% year on year growth in active customers to over 7.5 Tripled operating profit to £86M

Led the technology transformation to support and reinforce the brand values, the integration of various businesses into the Orange/EE family and to power up the Digital First Programme for Customer Service,including the design, development and implementation of a major Peoplesoft CRM system across the business.

Led Enterprise Salesforce CRM programme instigating a single process and sales methodology which enabled the business to improve on its customer & contract retention, penetration and acquisition strategies, realising revenue uplift, cost reduction and customer satisfaction benefits.

Kick-start leadership of £150M Incremental Strategic Partnership which became the first successful ISP of this scale across local and national governing authorities.

Global Programme Management of key One Orange delivery and launch initiatives.Orange for Voice, Talk Now (1st global push to talk launch), Video Telephony, Voice Messaging, Voice Activation and all real-time communication services.

Led commercial, business and technology teams on a process and technical improvement programme to rationalise product and service offering, deliver economies of scale, improve customer experience and retention rates.

Direct responsibility on behalf of Group HR Director & Group Director Property for the Paddington Basin Group HQ build and brand fit-out.Direction of virtual multi-cultural & multi-disciplined teams of over 150 internal staff (PM’s, Change Managers, Product Managers and key representatives from all business areas). Acted as the Orange business and customer interface / s.p.o.c. for the professional third party supplier teams (Construction Project Managers, Architects, Space Planners, M&E, Quantity Surveyors, etc) in this fast paced major programme delivering a new group headquarters and significant business change.Directed and managed key customers and stakeholders across the business, the design & delivery of all business unit inputs (including HR, Technical, Brand and Sales & Marketing). Overall responsibility for all Orange business requirements and over 40 internal and external concurrent delivery streams including work space, people, business and technology processes, new major IT infrastructure, applications and hardware, culture change combined with process improvement, contingency planning and move management, to ensure that the new HQ was a showcase for the brand.

Global Programme Management of key Orange contract & payg delivery and launch initiatives

Founding Partner responsible for growing and developing this small consultancy partnership into a thriving business. Subsequently sold.Independent Consultancy and Interim Direction, Programme and Project Management on business critical initiatives for blue chip national and global organisations

Senior Programme Management of Special Projects - Key Customer Service / Customer Experience initiatives for One2One now known as T-mobile.

Led a productivity and efficiencies review and improvement programme to realise economies and savings across key departments (housing, children and education, adult social care).

Founding Partner responsible for growing and developing this small consultancy partnership into a thriving business. Subsequently sold.Management Consultancy Services (Strategy, Organisation, HR, Technology, Programmes & Projects, Operational Management, Business Process Improvement,) for significant organisations

Provided project connectivity between JLS & various organisations to assist launch of Food Donation Programme - stores partnering with various local organisations operating both Front of Store (customers donations into donation points in stores) and Back of Store (donating surplus stock to local organisations).

Led process improvement and cost saving initiatives on patient admissions, patient record, patient transfer and consultant diagnosis and care projects at Morriston NHS Hospital Trust.

Led initiatives to reduce internal claim handling management, processing costs on Household Claims.Undertook key merger integration activity of processes and systems for the Royal Ins & Sun Alliance merger.

Led Business and IT Programme to digitise the Annual Enrolment regulatory and Practising Certificate process for new and existing solicitors and law firms to improve service, improve team productivity and reduce costs.

Led Programme of special projects that delivered business, technology systems, process and operational improvements within General, Home & Motor Insurance (New Business, Renewals & Claims) that produced an overall 31% improvement in productivity and team effectiveness and 25% savings across these areas of the business. Undertook key pre-merger integration activity between Royal Ins & Sun Alliance.

Led Cost and Productivity improvement quick win initiative across Nat West Group domestic bank branches.

Led initiative to improve quality and speed of customer enquiry handling, processing and management. Resulted in 40% improvement in enquiry handling cycle time and 60% improvement in the customer feedback rating regarding quality of service.

Co-founder / responsible for the growth and business development of this small business software house and consultancy start up into a £ multi-million business. - End to End management of complex B2B sales pipeline from leads to prospects to client onboarding.- Defining, setting and delivering the sales strategy, plan, process and tactics and revenue goals.- Management of Client Sales Portfolio.Strategic Business Consultancy, Programme & Project Management. Advising and leading client and third party teams / financial sector, retail, local and central government departments and businesses on process, systems and operational improvement. Significant clients included RBS, Nat West, Sun Alliance, Zurich, The Law Society, City of Westminster, DVLA, DHSS, John Lewis, Sainsbury, Iceland, Lloyds, TSB, Bank of Cyprus, Cyprus Popular Bank.

Led Claims cost and processing reduction initiative delivering quick wins and cost savings.

Led programme of vehicle licensing admin and processing improvements that delivered 39% productivity benefits and 33% cost savings.

Provided consultancy advice on areas of improvement on existing processes. Led process re-engineering and process lead time initiative to accelerate throughputs and increase productivity.

Led Productivity (Effectiveness level) Improvement, Process Improvement & Cost Reduction quick win initiative across Nat West Group domestic bank branches.

Led multi- organisation team including research, practitioner, SME, clinical, administrative, teaching and commercial business representatives in the identification of the main causes and required solutions to address and improve patient satisfaction across a consortium of NHS trusts.

Leading teams and working independently alongside Big 5 and smaller consultancy vendors / suppliers:- Productivity (Effectiveness level) Improvement and Continuous Improvement of All UK and International Branches, Depts & Related Banking Services- Organisational Design, Establishment, Job Evaluation, Right sizing, Downsizing, Upscaling. - Setting up, Establishing and Improving Nat West Group Branches, Depts, Call / Contact Centres, and Related Banking Services (NW Credit Card, International Banking & Services, Travel, Dealers, Stockbrokers, Insurance Services, NWHL Mortgage Services, Coutts & Co, Finance Services, Bullion Centres, NW Channel Islands, NW Registrars) - Process and Systems Design, Improvement and Re-engineering- Cost Reduction and Increasing Profitability across entire Nat West Group- Buildings and Asset Management

Leadership & Management of Programmes and Projects for: Nat West Group Branches, Depts, Call / Contact Centres, and Related Banking Services (NW Credit Card, International Banking & Services, Travel, Dealers, Stockbrokers, Insurance Services, NWHL Mortgage Services, Coutts & Co, Finance Services, Bullion Centres, NW Channel Islands, NW Registrars)

Methods Time Measurement, Business Analyst, Co-ordination of Programmes and Projects for: Nat West Group Branches, Depts, Call / Contact Centres, and Related Banking Services (NW Credit Card, International Banking & Services, Travel, Dealers, Stockbrokers, Insurance Services, NWHL Mortgage Services, Coutts & Co, Finance Services, Bullion Centres, NW Channel Islands, NW Registrars)