Phil Mottram Email & Phone Number

England, United Kingdom

Greater Cheshire West And Chester Area

As a Partner, I build and manage relationships with our clients so we can help them with their most challenging problems. We specialise in effective transformation delivery and use a combination of Agile Leadership, Lean Management, Systems Thinking, Complexity Theory and Change Management to deliver large-scale transformation using our unique approach called EnFlow®.As the Product Owner of the EnFlow® Framework, I lead the overall vision and roadmap for the EnFlow® product. I work closely with the other Partners to understand how the framework is performing in the field, and together, we prioritise enhancements and updates so that the approach constantly evolves as technology innovation drives changes to the solutions our clients are working with.

United Kingdom

I am currently leading a Finance Transformation across TSB's Finance and Treasury functions.As programme lead, I am responsible for delivering higher levels of simplification and efficiency across the function, through Lean process design, self-serve analytics and an ongoing culture of continuous improvement.Initiatives include an ambitious simplification of the bank's month-end close, implementing self-serve analytics solutions, and Warehouse and Power BI data models, enabling a single source of truth across all statutory, regulatory and management reporting.

United Kingdom

• Identified ~40 business improvement initiatives, by facilitating senior-level value stream mapping workshops across Operations and Finance functions, and coaching change agents in detailed mapping• Designed target operating model with a value of £1.2M in reduced operating expenses, through process engineering, org-design simplification, automation, customer self-serve and data analytics initiatives• Slashed planned capex spend by ~£2.0M, through a rigorous analysis of business architecture, challenging the in-flight technology strategy and creating a new programme business case• Set up programme governance with risks and issues reporting, and scoped, prioritised, assigned and oversaw agile project delivery against a ~£5.1M budget with annualised benefits of £1.8M• Redesigned revenue accrual, accounts receivable and accounts payable processes, data structures and technology, automating finance processes and integrating D365 Finance with a simplified tech stack

• Designed and mapped an extensive process catalogue of over 30 new Data Management processes, initially through leading workshops before moving to coaching and support for internal resources• Delivered Data Management project outcomes and business change, through direct management of Business Analysts and matrix management of ~20 business and technical resources• Shortened requirements gathering lead time to 1 week (from 4), by standardising and documenting data definitions across Commercial, Underwriting, Claims and Finance functions• Eliminated ~80% of data quality issues found in operational reporting, through root cause analysis, quality rule implementation and basic data profiling in Power BI• Led stakeholder groups across Commercial, Underwriting, Claims and Finance functions to implement Data Management processes and tools, increasing 5 point maturity score from 0.5 to 2.5

• Conceived a new target operating model and blueprint worth £1.5M in saved operating expense, for a ~300 FTE complaints function, supporting 5 business units and spread across 6 locations• Standardised an end-to-end complaints process saving 5 FTE and halving time-to-competency, by facilitating a sceptical group to agree and document the “one best way” to complete the process• Cut £1M per annum in redress payments to customers, by analysing handler variability and introducing guidelines that specified payment ranges per complaint type• Increased first-time resolution in front-line teams and saved 35 FTE of duplicated effort, by implementing a gatekeeper process to monitor escalations, drive accountability and highlight training needs• Launched a performance management framework, that used daily and weekly KPI-driven performance reviews to deliver a 15% uplift in operational efficiency

Working as an associate for this large established Business Transformation consultancy, led dozens of operational improvement engagements at clients including Lloyds Banking Group, Scottish Widows, AIG Insurance and Willis Towers Watson.• Conducted a target operating model re-design worth £18M in cost reduction, for a large insurance operation of over 4,500 FTE, realised through off-shoring, process re-design and organisational restructuring• Led project teams across the US to deliver 28% capacity creation equating to $12.6M in bottom-line savings, through process re-engineering, visual management, KPI development and team huddles• Reduced end-to-end lead time of critical processes by as much as 50%, through bottleneck analysis, WIP management and innovative lead-time KPIs• Enabled 5-10% year-on-year efficiencies, by coaching senior stakeholders in all aspects of Lean Transformation, thereby enabling wider cultural transformation and client self-sufficiency post-engagement

Birmingham, England, United Kingdom

• Saved £0.7M of operating expense in a ~400FTE Motor Claims Operation, through re-structured processes and simplified org design• Project managed a team of business change agents to deliver and embed people, process and technology changes, that accelerated the implementation of a new claims platform (Guidewire) by 3 months• Improved operational efficiency by 12%, by coaching daily huddles, visual management, process standardisation, capacity planning, KPIs and problem-solving across ~30 teams and 5 departments• Achieved a 30% uplift in calls resolved at first point of contact, through centralising telephony resources, eliminating unnecessary hand-offs and upskilling

United Kingdom

• Diagnosed inefficiencies of ~15% across 5 business units, through value stream mapping with senior stakeholders that highlighted excessive process waste and ineffective capacity planning• Defined programme-level initiatives to deliver £6.9M of recurring benefits through process re-design and the adoption of operational excellence best practices• Led org design workstream across 2100 FTE and demonstrated a £1.2M saving by modelling standardised spans and layers across the organisation• Demonstrated a 5% productivity gain across 2 business units, by analysing performance variability between individuals and applying targeted training and coaching for underperformers

Working as an associate for this large Lean consulting practice, led project workstreams at clients including HMRC, Zurich Insurance and Anglian Water.• Delivered an efficiency uplift of ~20% equating to $4.5M through streamlined future state processes and implementing regular performance reviews with new KPIs• Facilitated on-time delivery of quotes and policies from ~30% to above 90% through the development of team-level KPIs• Reduced complaint resolution lead time from 10 days to 5 days through value stream re-design, role changes and providing greater visibility of work-in-progress• Generated a ~20% increase in operational efficiency of a ~100 FTE invoice processing centre, through capacity modelling, visual management and daily performance huddles

Led and delivered large-scale Lean Sigma projects on complex processes with multiple dependencies, focused on improving Customer Satisfaction and Business Efficiency.Manage stakeholder relationships and a team of project managers to deliver the wider project objectives.

Led production assembly line team to achieve challenging production targets in Safety, Quality, Delivery and Cost.Used lean tools and techniques on a day-to-day basis in a world class lean facility, recognised as being amongst the most productive car plants in Europe.

Halewood, Liverpool

Identified and undertook various Six Sigma projects focused on driving down warranty costs through the analysis of root causes and reduction of manufacturing variability.Predominantly focused on the Chassis and Trim engineering disciplines, the projects focused on using the DMAIC methodology and managing stakeholders from multiple disciplines to resolve issues and drive down warranty cost.

B Eng (Hons), Manufacturing Engineering

Bachelor Of Engineering - Be, Engineering