Founded in 2008 by the Rt. Hon. Lord Reid of Cardowan, the ISRS works to address the strategic challenges of governments and industries. Co-author of two white papers “Digital Resilience – Understanding The Challenges Of Resilience In Digital Environments” and "Towards Trustable Software - A Systematic Approach to Establishing Trust in Software."Major areas of interest: Preventive Health; The Future of Work and Ageing Workforce

The Levitt Group is the group for senior marketers (Chartered and Fellow) within the Chartered Institute of Marketing. We arrange lectures on topics of interest to senior marketers. Voluntary Role. Join the Linkedin group: https://www.linkedin.com/groups/1808583/

Associate Consultant with Clarus Consulting, a management consultancy firm specialising in the design and delivery of complex change in the UK and Europe.

The Levitt Group is the special interest group for Chartered and Fellow marketers witihin the Chartered Institute of Marketing (CIM). I was the editor of the 'The Knowledge', in its written form and now the host of the podcast format. 'The Knowledge' provides members with the latest thinking on marketing issues from leading academics and practitioners. Recent articles including customer experience management and disruptive innovation technology. I write copy for and coordinate the email promotion for The Knowledge and Levitt Group events through CIM.

Advising CEO of CEME (Centre for Engineering Manufacturing Excellence) on marketing strategy, improving marketing activities and customer experience. Developing business case, project and change management considerations for a potential investment in CRM capability across business units.Helping construction business make transition from paper based systems to new field management system. Analysing ‘as-is’ processes, evaluating potential suppliers and implementing ‘to-be’ processes.

Member of the Post Merger Integration team - Corporate Finance. I worked on a number of high profile integrations and separations including the UK’s biggest banking merger helping the client to set up and manage programme structures and governance for pre Day 1 activities in accelerated timescales.

Programme manager for the launch of a new mortgage venture in Europe. Activities had been underway for some months but with significant problems. Set up programme structure (Prince 2 methodology) working with directors of investment bank securitisation division, specialist mortgage company and outsourcing partners. Identified strategic and programme issues and risks which affected long term viability. Options and recommendations were presented to the client and the decision was taken to postpone the programme. Worked with management consultancy to reduce customer churn by 50% for Sky TV as part of growth programme. Analysed reasons for contract cancellations and made recommendations for improvements to marketing policies, billing and customer contact processes Created business and marketing strategy for Penten Reid Holden specialising in property refurbishment and heating systems. Asked back to work on strategy, marketing and change issues associated with potential investment in structured cabling and networking company.

Continuation of previous role :Project manager for improving mortgage retention operations (PRINCE2). Identified multiple failure points in current processes and managed changes required across Barclays contact centres to create FSA compliant processes which enabled Barclays to improve retention.

Responsible for handling major strategic change projects (using PRINCE2 and US equivalent methodologies), working with board members and technology partners. Line manager for junior project managers. Member of internal change team, reporting to the Head of Change, main board and Countrywide Financial Global steering committee. GHL, a JV between Barclays and Countrywide Financial Inc, provided 3rd party administration for the origination and servicing of mortgages for major UK high street lenders. •Programme manager for pilot, implementation and further phase developments of single contact, workflow and imaging system across Servicing functions in Dartford, Leeds and Mumbai, managing junior project managers and an extended team of 15. •Developed strategic target operating model for re-organisation of Servicing operations. •Accelerated use of MI (ETL technology) to develop CRM capability and a ‘live’ view of performance against SLAs. This enabled GHL to set and monitor internal KPIs and demonstrate improved performance to client.•Programme manager for Operational Excellence programme to develop rapid continuous improvement culture (six sigma equivalent methodology) within operational management and team leader communities as part of company restructuring. Delivered substantial improvements in performance e.g. Rate Switch Unit - process time reduced by 33%, complaints reduced by 140%. •Created and delivered training to improve leadership capability and commercial awareness across GHL middle management team.

Interim contracts developing options around commercial strategy for BMA in conjunction with outside vendors and the retention strategy for student membership.

Worked with clients from shop-floor to board level in organisations which are undergoing or need to undergo significant change, using core consulting skills to build consensus and manage change.•Led programme stream to enable TXU to re-brand UK businesses within 4 month timescale ensuring all aspects affecting 5.5m customers delivered by the outsourced call centres and billing operations were addressed. Programme completed on time to budget.•Helped TXU Energi plan the accelerated scale-up of Staywarm energy offer in UK. Facilitated series of workshops and events to map customer experience, share customer insight and generate functional buy-in. Identified outstanding strategic issues and secured resolution. Created transformational programme and governance structure.•Ran project for Vertex creating a business development planning methodology to handle the demands of their major client (£650m contract). Analysed current processes and practices, identified deficiencies and produced recommendations for a project office and methodology. Obtained senior management commitment from both organisations and helped the outsourcer implement the new systems.•Member of small team working with European board of YKK, the global leader in zip manufacturing, to re-configure their European operations. Advised client on adopting a Pan-European marketing structure focusing on specific customer segments as part in programme to improve European profitability by 170%.

See above

• Marketing manager for ICI ‘Propafilm’ Coated Films (Turnover £30m). Increased revenue by 30% in mature market. Introduced new brand identity worldwide and managed two new product launches. Project managed post merger integration of the Coated Films business into UCB Films including rebranding and transfer of manufacturing.

•Product manager for ICI ‘Melinex’ Imaging Display films managing research and communications strategy for photographic and inkjet products with customers and end users. Led market research and brand development activities in new markets, Managed direct mail, email, sponsorship and PR activities.•Led European Printing Technologies market planning team (Turnover £27m) producing strategy, communications and operational plans. Member of global marketing team.

•Project manager for site implementation of two pan-European IT projects•Developed global LP and profitability models. Increased profitability on oversold assets by £2.5m.•Managed customer service office during a period of organisational change