Rob Dutson Email & Phone Number

Freelance consulting providing expert support in:- Operational strategy design and deployment- Operating model design and deployment- End to end process improvement-Design, development and implementation of change and Operational Excellence programs- Leadership coaching in Operational Excellence behaviours to ensure sustainability- Change, programme and project management- Consulting business development & team leadership- Digital operations and automation-… Show more Freelance consulting providing expert support in:- Operational strategy design and deployment- Operating model design and deployment- End to end process improvement-Design, development and implementation of change and Operational Excellence programs- Leadership coaching in Operational Excellence behaviours to ensure sustainability- Change, programme and project management- Consulting business development & team leadership- Digital operations and automation- Customer journey transformation- C-Suite stakeholder management-Six sigma blackbelt, lean and systems thinking expert- Expertise in multiple sectors including financial services, utilities, manufacturing and public sector Show less

• Responsible for the full lifecycle of consulting from business development to delivery assurance• Developed a key, new end-to-end process for Kantar (world’s largest customer insight company) enabling £12.5m capacity creation.• Designed a new colleague journey for HC-One (UK’s largest care home company), transforming recruitment and attrition.• Created and implemented a new operating model for Metropolitan Police Service (MPS) vehicle strategy, purchase and conversion, aligning… Show more • Responsible for the full lifecycle of consulting from business development to delivery assurance• Developed a key, new end-to-end process for Kantar (world’s largest customer insight company) enabling £12.5m capacity creation.• Designed a new colleague journey for HC-One (UK’s largest care home company), transforming recruitment and attrition.• Created and implemented a new operating model for Metropolitan Police Service (MPS) vehicle strategy, purchase and conversion, aligning the operation to the current MPS vision.• Line manager of the consulting team ranging from Junior to Senior consultants. Show less

Leader of a team of CI Partners and Specialists passionate about enhancing our customer's journeys, improving operational efficiency & effectiveness and embedding a true culture of continuous improvement across AXA claims.

Various

Led the introduction of a new Centre of Excellence for OE for Coop Energy including improvement roadmap, communication strategy and change story, benefits measurement, and training. Coached new OE agents to develop internal capability and the head of OE to lead their new team. Developed and delivered OE leadership training to the management team to ensure sustainability. Initial wave rolling out OE to four teams realised 15% capacity release and transformed the customer journey, including a… Show more Led the introduction of a new Centre of Excellence for OE for Coop Energy including improvement roadmap, communication strategy and change story, benefits measurement, and training. Coached new OE agents to develop internal capability and the head of OE to lead their new team. Developed and delivered OE leadership training to the management team to ensure sustainability. Initial wave rolling out OE to four teams realised 15% capacity release and transformed the customer journey, including a 20% increase in first touch resolution. Responsible for developing a team level Operational Excellence framework for the trading arm of Vattenfall energy. This encompassed coaching and developing in-house OE leaders, delivering training to operational staff of all levels and supporting rapid OE transformations at team level. Teams supported include back office functions, Risk and Market Analysis.Coached Uniper Operational Excellence leaders to deliver step change transformations across multiple generation assets across Europe. Developed the OE capability of each site by enhancing the customer journey, mindsets and culture, management systems, business processes, and embedding a culture of continuous improvement. Benefits delivered across the various assets were on average 11% increase in availability and reliability with 4% reduction in Engineering associated costs. Show less

Various Locations

I specialise in implementing real bottom line improvement across a variety of industries including financial services, telecoms, energy, and manufacturing (food and medical devices).

Various

Headed a cross discipline team of automation, workflow and operating model consultants to design and deliver a new TOM for TMF (International Business Services Provider). The program created 24% capacity equivalent to £4.5m additional revenue by focusing on maintaining client relationships and challenging all areas of operational inefficiency and effectiveness.Led a long-term initiative to stabilise & develop the Banking Services department at the Bank of England. Successes from the… Show more Headed a cross discipline team of automation, workflow and operating model consultants to design and deliver a new TOM for TMF (International Business Services Provider). The program created 24% capacity equivalent to £4.5m additional revenue by focusing on maintaining client relationships and challenging all areas of operational inefficiency and effectiveness.Led a long-term initiative to stabilise & develop the Banking Services department at the Bank of England. Successes from the programme included an average of 20% release in capacity, introduction of a dedicated internal business development team and the rapid introduction of a £50bn new liquidity scheme.Piloted a new business improvement methodology for RBS bank EMEA. Led a team of external consultants in developing an improvement roadmap for the Pilot country: Poland. In parallel with piloting & developing the approach, Rob and his team trained & coached a new internal consultancy team.Designed & introduced a new Complaints Business Operating Model for RBS. The client faced ever-increasing resource requirements to satisfy the developing 'complaints culture'. This new operating model has now being rolled-out across the remaining ‘Centres of Excellence’.Led a programme to maximise corporate sales for EON. The programme delivered a significant increase to Gross Margin by increasing value added sales time and reducing lead time.Facilitated a large scale Business Process Re-engineering program in the Customer Services Division of Skandia Pension and Life insurance, yielding an average capacity release of 25%.Developed in-house operational improvement capability for Compass Foods Group. By focusing on the needs of the customer, reducing waste in the end-to-end processes and developing operational capability Year 1 benefits were in excess of £750k from 6 pilot sites and the initiative has now been rolled out across the organisation. Show less

Sussex

Banbury

Dunton, Essex

Kent

Beng(Hons), Mechanical Engineering

Education record