A business capability and performance improvement management consultancy that also collaborates with other organisations including RSM Consulting, The Oakland Group and Corbett Keeling. Example assignments:Professional Services clientBrought in by the NED to work with the board in the review and redefinition of the business strategy following market changes to ensure strategy and objectives are clear and aligned.Professional Services client Identifying short term opportunities and techniques for improving the creditability and value of the business through robust forecasting and key account activity ahead of sale.Energy Services clientFacilitated board level workshop focussed on defining an enhanced strategy to sustain growth and the objectives to deliver it ahead of a future sale Developed an action plan and presented to the board to obtain approval and agree prioritisation.Providing on-going support and guidance.

At Corbett Keeling we enable clients to realise their company’s true value. We think more broadly and live by unshakeable values. Our world-class sector specialism, global reach and services are our advantage. We are a corporate finance firm with international expertise in: selling your business; raising finance including private equity and debt advisory; and building value by corporate mergers and acquisitions (“M&A”), management buy-outs (“MBOs”), management buy-ins (“MBIs”), shareholder restructuring, exit planning, succession planning and valuing your business. We specialise in advising privately owned businesses, family businesses and owner managed businesses in the lower mid-market (i.e. small and medium-sized enterprises or “SMEs”, generally valued at £10-150m).

Oakland is a full-stack analytics, process and governance company. We specialise in:Data strategy and governanceBespoke data platforms, engineering and cloudArtificial intelligence and advanced analyticsQuality and operational improvement

We help you manage change better - quicker, for less money, with greater impact and improved stakeholder confidence.Organisations are now facing more change than ever before, but too many projects and programmes fail to deliver their benefits on time, on budget, and at an acceptable level of risk. Whether it's incremental change, step-change or transformation, organisational success can depend on your capability to deliver the right change in the right way. Part of the senior management team and an associate consultant with Outperform, a boutique consultancy acquired by RSM in July 2015. Example assignments: Acting as Assessor for a multiyear assurance programme including specific subject matter and stage gate reviews for the £1.8Bn development of an education and culture district on the Olympic Park.Brought in as Engagement Director accountable for the mobilisation and delivery of independent assurance services for the programme in East London prior to handover to a permanent member.Led the P3M3 project maturity engagement programme for London Rail’s project delivery businesses: DLR, London Overground and Tramlink. Resulting in over 100% improvement in projects, delivered their defined benefits on time, within budget and to the complete satisfaction of key stakeholders. Led a national maturity review of the bid management practices across multiple service and product lines. Improved alignment c150% and increased conversion rates by placing greater emphasis on planning, targeting and implementing consistent standards.

Led the delivery of a national change programme, created a client centric culture within the project delivery business c £3.3Bn turnover. Tangibly improved client understanding, relationships and trust, resulting in delivering projects to time, cost, quality and the delivery of business benefits.Rolled out national training programme, engaged management teams and increased awareness and understanding of the impact of their role on their client and their performance.Designed and implemented national client satisfaction survey across senior decision makers and influencers in Operations business. Provided intelligence and feedback that highlighted the difference between actual performance and that perceived by the delivery teams.Led and advised the IP Southern senior management team in the development of a commercial strategy for the new business which provided unification, direction and focus for the organisation and the employees.Created a working group for the Heads of Commercial, developed a specific improvement plan for procurement and contract management resulting in improved capability and an increase in client satisfaction c40%.Developed and implemented a tool to analyse future project investment c£3Bn, at a portfolio level which has informed the development of the delivery model, procurement strategies and supply chain development.

Developed, led and managed a team of 28 with 6 direct reports and a combined operational and bid budget of £3.6M that consistently met and / or exceeded its targets. Additionally, was a member of a number of cross company committees including: Strategic Procurement Group, Communication Leadership Team and Key Risk Committee.Developed and implemented robust business strategy and plan which became the foundation for the memorandum of sale for the c£600M unregulated business.Led an unsuccessful MBO in 2010 despite obtaining an equity partner. Business representative for interface with professional advisors for the sale and due diligence process. Developed a project pipeline in excess of £1Bn through targeted sector business development and marketing communication activity, increased gross profits significantly by winning over £100M of new profitable business.Reduced the external supply chain budget by £3.5M delivering an overall cost reduction of 13% through the sponsorship and implementation of a procurement improvement programme.Increased customer satisfaction levels by c70% through designing and implementing a methodology to measure, benchmark, manage, communicate and monitor the completion of agreed actions.Appointed in 2008 as Board Director for MUJV Ltd; a joint venture contracted to manage the utility assets at Army garrisons for the MOD and in 2009 as Board Director for London Greenways Ltd; a consortium looking to develop an underground road network within London.

Developed a business strategy and plan, re-established the unregulated business, market position and product proposition following consolidation, rationalisation and restructure.

Reporting to the CEO, facilitated joint working of two inherited central procurement organisations, implemented strategic recommendations including leading and managing an end to end strategic procurement review.

Managed the sales and marketing strategy for ALSTOM participant systems (deregulated energy market software) across Europe and the USA.

Led the consortium for the contract due diligence review of inherited contracts and, supported the development of the new supply chain contracts for the major capital programme.

Led a project to review and develop a strategy for the electricity and gas SME market and, re-launched the company internet with interactive capability.

Seconded to head up the sales function for a start-up deregulated electricity supply business based in Boston, Massachusetts, USA that operated in the newly deregulated states including California.