Phillip Beecroft Email & Phone Number

Accountable for delivering the transformation and operational aspects of the Wealth Strategy. I define and implement the internal process and policies used within the UK Wealth business, including infrastructure, to support growth and to create an environment to allow colleagues to focus their energy on meeting client needs.

Delivering key strategic and operational projects for the UK CEO and Leadership team, including the UK Real Estate strategy.

Hebden Bridge, England, United Kingdom

Leading the integration of 1500 colleagues and 3000+ clients across the UK, Ireland and PCS (Asia) following the acquisition of JLT.

London

Leading Mercer's response to the Competition and Markets Authorities investigation into the Investment Consulting and Delegated Solutions industries.

London, United Kingdom

Key role reporting to the CEO, developing and implementing the UK business strategy

London, United Kingdom

Leading the implementation of an overall approach to achieve the cultural change and process innovation necessary to deliver the vision. I work to ensure that the culture of Mercer Administration will enable the achievement of organisational vision, mission and strategic objectives. In conjunction with the Executive, I am responsible for implementing the mechanisms by which the desired culture change is embedded into everyday processes, practices and behaviours of staff. The role leads significant staff engagement in this endeavour. As a senior member of the leadership team, I contribute to the development and delivery of the learning and development framework to achieve consistency with the vision and values of the organisation.Leads the Internal Controls Team, supporting the delivery of a systematic, organisation-wide approach to service improvement by critically understanding and supporting development of the processes and behaviours required to deliver large scale sustainable change.Developing an environment, in which all processes are assessed, developed approved, implemented and evaluated processes in a controlled manner.

Chichester

• Strategic leadership of Pension Protection assessment functions. • Accountable for over 60 members of staff with 8 direct reports, 250,000 pension scheme members and £7bn of pension scheme assets. • Providing dynamic and thought provoking leadership to create an environment focused on continuous improvement, inspiring customer confidence and talent management.• Responsible, as part of the PPF’s Senior Leadership Team, for the overall governance and strategic direction of the organisation ensuring there are clearly articulated objectives and goals that inspire excellent performance.• Implementing the operational infrastructure to support a new Target Operating Model (TOM), including an employee capability assessment and development programme, to improve organisational process efficiency.• Responsibilities include membership of internal strategic decision making boards

• Currently leading a £multi-million strategic programme to transform Operations through a new Target Operating Model (TOM), designed to reduce the period that schemes stay in assessment from currently 3 years to 18 months, allowing transition to compensation of members.• The Operational Transformation programme requires sustained influencing of a wide portfolio of stakeholders to facilitate the change in culture and procedure required to support the TOM.• Achievements in last 6 months include:˗ Transforming current one-size-fits-all approach to assessment into four differentiated segments each with its own objectives and risk based process design.˗ Search and selection of an outsourcing partner; personal responsibility for negotiating £multi-million contract.˗ Leading the selection of suitable Business Process Management software to align the business architecture with the TOM. ˗ Identification of legislative change required to facilitate the deployment of new processes, and successful submission to Department for Work and Pensions.˗ Leading the design and piloting of actuarial process reducing processing time from average 137 days to 15 days; influencing other senior leaders across the business to adopt the process change.˗ Introducing a commercial strategy to create a panel of Actuarial adviser to the Board of the PPF reducing time and cost by 70%.˗ Re-engineering a transactional process shortening its duration from 123 days to 30 days for 80% of cases.• Next steps include employee capability assessment and development to support the TOM design.

Founding member of the New strategies team; responsible for transforming operation processes of the Occupational Pensions Regulatory Authority in preparation for the introduction of the Pensions Regulator (as introduced by the Pensions Act 2004). Designed and implement operational processes to assess the adequacy of clearance applications for corporate restructuring. Provided expertise in negotiation and arbitration to secure satisfactory commercial terms within each clearance application.Successfully introduced a new project based approach to the management of case portfolios, improving the accuracy of management information and success against publicly available agreed service levels.Responsibilities included providing advice the Determination Committee in respect of the adequacy of each clearance application in its of meeting statutory requirements.

Supported the introduction of new services to provide specialist input into sale and acquisition exercises undertaken by the Co-operative Group to uphold the interests of the Group and minimise exposure to pensions deficits.Provided advice to the Pensions Department, Trustees, and Co-operative Group senior management team to achieve the strategic objective of the Group.Designed and implement internal process to allow internal teams to acquire pensions technical advice, reducing duplicate guidance requests and improving deliver against service level agreements.Managed services to ensure internal governance systems adhered to legislative requirements.

Provided reliable and efficient administration services to a portfolio of clients. Acted as key point of contact for clients. Ensured all internal and external procedural requirements were adhered to.

Worked autonomously to complete pensions calculations to a high degree of accuracy. Supported members of technical team.

Management, Accelerated Talent Development Programme

Ba, Management Studies

Ba Honours, Management Studies