Neil Whitaker Email & Phone Number

Holywell Green, Gb

Leeds, England, United Kingdom

Leeds, England, United Kingdom

Leeds, United Kingdom

- Business Partnering the Network Health Director in Investment Programmes, providing easy to understand and addressable analysis and insight, to Regional Director level. - Managing the Investment Programme forecasting cycle, continuously reviewing the structure and process to enhance and add sophistication to the quality of the budget being produced down to Regional Director level- Managing the Investment Programmes Month end, reviewing quality and value add of the reports/analysis being created.- Managing the month end process for third party contractors (c.£100m), and providing support for any contractual renegotiations or other procurement activity.- Financial accountability, control and stewardship of investment expenditure (c.£120m) across Fault Reduction, Copper Repair & Copper Growth programmes.- Financial accountability, control and stewardship of c£10m of investment expenditure across Local Loop Unbundling infrastructure programme.- Lead on financial planning for future network strategy deployment on all IP.

Leeds, United Kingdom

- Business Partner for Investment Programmes, ensuring the Network Solutions Senior Management team are fully engaged and involved in the financial performance of the business.- Key point of contact for Month end, forecasting & budgeting, liaising with Senior Management to help them understand key deliverables & issues within the Investment Programmes; including LLU, Copper Growth, Copper Repair and Fault Volume Reduction- Designing & building an effective reporting structure to provide the business with the appropriate analysis to understand the performance of the programmes on a continual basis at Managing Director, Director, General Manager and Senior Manager level.- Lead investigations into performance of sub programmes within the programmes – bringing together finance and operational involvement

Leeds, United Kingdom

- Responsible for the creation and implementation of resourcing plans delivering optimum service efficiently and at lowest cost. - Responsible for making resourcing decisions to ensure maximum flexibility nationally to deliver against the fluctuating repair, copper provision and fibre provision demands at a geographic level.- Responsible for the transformational design of resourcing and workflow processes for Network Solutions field force of circa 1900.- Lead for Field Dynamics people strategy, aligning 3 business units to one business objective. This includes development & talent planning, communications & engagement and cultural vision.- Collaborate with Operational Planning to implement specific short term requirements to deliver against a 28 day rolling resource plan.

North Wales And North Midlands

­- Responsible for the governance of procedure and processes with the region to control both pay and non-pay costs.- To provide insightful proposals that tackle performance shortfalls to deliver in-year budget- Creation of the UKN OEM strategic objectives, providing single points of focus on coaching, people & capability, business reporting and harnessing innovation- Implementation of ‘opportunity-saurus’ – a fun way of sharing the biggest opportunities to improve performance across senior management patches. This increased productivity by 16.2% YoY.­- To lead on coaching activities within the region, ensuring that there is a consistent way when it comes to managing and leading its people.- Creation of Team Based Working content for workshops held across UKN to provide coaching support on metrics and valuable coaching plans­- Working with stakeholders and my team, I created and implemented a clear vision and strategy for the OEM team. Including reorganisation of roles, recruitment and clear success measures for my team.

United Kingdom/India

­- Responsible for the performance of 600 people offshore within 2 suppliers. Effective management of productivity and quality, working with the suppliers to build comprehensive improvement plans that can be easily monitored.­- Responsible for the Service Management copper provision teams in the UK during H1 of 13/14, delivering a positive employee engagement scores across all sites.­- Established the copper centre of excellence team within Service Management, providing coaching and support to 6 team members that created a clear objective and timeframe to improve service management processes. This led to the process reengineering of the LLU and WLR sales query processes, reducing handling time and SMC provision tails.­- Project manager for the transition of 300 FTE of work between offshore suppliers. Working with production planning, L&D and operations to build coherent plans without impacting customer service. This work started in Q4, with 8 weeks spent in the India sites.­- Responsible for SMC provision tails (orders beyond commitment date), working across operations to build improvement plans which included cross business unit and wider Openreach actions. This led to a reduction of 32% across the SMC provision tails through automation and process improvements

United Kingdom

­- Lead on behalf of Service Management to implement the CDTA programme, working across Openreach and BT Group to develop systems, processes, reporting and gain resources within a 6 week window. Created extra revenue into Openreach in excess of £2m in 12/13 and new process reviews has reduced cost by ~£0.5m per year.­- Responsible for the creation of a complaints improvement programme. Working with directors to agree strategy and direction, implementing plans that transform the whole end to end process, ultimately improving customer perception. Working across Openreach to develop fit for purpose policies, processes and systems. Working closely with the Operational General Manager to improve the capability of teams through focussed engagement and training.­- Work stream lead for DCoE (Diagnostic Centre of Excellence) – leading the change and efficiency program within BWA2 to transformation principles, including design and proposals of future strategy for DCoE. Delivered efficiency savings in 11/12 of £1.76m against a target of £1.4m, ensuring service commitments are still met.­- Lead on strategic resource, working between Senior Operational Managers and Business, Analysis & Planning to ensure strategic training and resourcing plans are operationally viable, tracked and delivered.­