Sandy Davies Email & Phone Number

Trusted by leaders as their transformation consultancy of choice, we use digital technology to solve complex business problems and take a holistic approach to programme delivery. Through our highly experienced and respected consultants, who share our ethical approach, we work across multiple disciplines and reach across the whole CIO agenda – strategy and architecture, digital transition, future-proofed resourcing, project management, service delivery and change management. Our experience spans large-scale projects with world leading organisations who typically return to us again and again to support their organisational ambitions

Setup the processes, working conditions, collaborations and PPM Tool for 5 PMO at Spirax Group (IT, IS and Digital).

Leading the development of a Digital Portfolio of change - Project/Program definitions, PMO set up, Global governance.

FTSE 100 global company IT function - Target Operating Model design, moving from autonomous to federated enterprise-wide IT Services while keeping a Business Unit focus for all Sales and Digital facing support. HR, Organisation and Process re-design and implementation plan (including consultation in some countries).

Pharmaceuticals - Transformational end-to-end Supply Chain TO-BE processes redesign, Change Management, Leadership, Governance driving simplicity, accountability and profit

Homewares - Leading the ERP implementation of NetSuite, transformational process change with a UK based business moving from traditional B2B to omni-channel.

Leading a mid-range ERP system selection, governance and engagement including - End-to-end requirements gathering; creation of Request for Proposal (RFP) containing Functional and Non-functional sections; Long-list to Short-list selection; Functional demos; Score-carding of over 200 questions and Final Selection.

Local Authority - Document business processes for Asbestos Management, Health & Safety, Fire, Electricity and Gas Management for large Housing Association including system interfaces and improve accountability and ownership. Implement governance and controls around change.

South West

During the early part of the Covid epidemic I took the opportunity to help small businesses rethink their strategy and approach, review their finances and think more strategically. A key component encompassed building a company focussed objective based hierarchy for leaders and team members, linking company objectives and personal growth plans; reviews on productivity and margin relationships; organisation and future skills planning.

Retail - SAP Finance stabilization for a global company in the Retail sector. Consolidation through defect control, up-scaled governance and change visibility for the Global owners, hyper-care and Operational handover planning and execution. Steering group management to reduce risk and speed up adoption.

Swindon, United Kingdom

Focussed assignment in PMO governance, process simplification, standardised and templated documentation. Organisational structure and team building advice. Alignment of IT functions with Finance and Property functions for better working relationship and efficiencies

England

An exciting period of globalisation demanded the creation of a centralised Group Change function to manage the £70m change portfolio - simplify, standardise and improve delivery of all change activities moving to a mixed waterfall and agile approach and a greater focus on benefits realisation. To boost change success rates a 3-tier professional change community of Change / Programme, Project Managers and PMO specialists introduced following an internal capability assessment, TNA, organisation restructure and an external recruitment drive.Large scale transformation portfolio established to support Product Life Cycle, Merchandising and Planning upgrade – JDA SAAS technologies with an in-house Change team - large scale organisation and capability improvements, training activities and global communications.Upgrade to SAP Hana establishing the platform for Finance teams shared service centre vision to take shape – credit management, AR, AP, Asset Management functions moved from regional offices in Americas, Germany, China and Japan to central SSC.Other achievements during this time - Championed the formation of a Benefits Realisation function embedded into Finance and Operations tracking 5X the value of investments, benefit owners set up across the business for accountability and on-going focus.- Support and advice for the introduction of an Agile Framework delivery methodology enabling faster consumer centric digital delivery. - Control over change activities through C level Investment Board, Business Case score card evaluation, dashboards and MI, chaired by the CFO.- £70M Capital investment budget managed, reducing discretionary spend in many areas by more than 20%.

Working alongside the CCO in a new role to harmonise Sales channels to market in a fast-moving CPG business. Creating and owning the business change strategy. Large scale change and transformation of group and market operating teams, operating models and culture, fusing 4 separate regional businesses (Europe, UK, Americas and Asia) into a streamline, efficient leadership team. Extensive change and communication strategies / planning and resistance management throughout the 4-year span. Realising operating overhead cost reductions and streamlining activities which included

Hq, Somerset England

Creating and delivering a transformational roadmap of change across the European and Asia Pac Regions reinforced growth Internationally and increased turnover during an intense period of expansion, specificallyEurope & Asia Regional Expansion - New regional Buying & Merchandise organisation, processes and systems introduced to support growth in sales overseas and build capability in market.- Both regional teams enhanced, multi-cultural organisation change at leadership level and below employing a combination of communication & engagement plans, strong stakeholder management, staff relocation across regions, feedback through formal and informal routes and the use of readiness assessments, super users, change champions and change agent.Direct line management over multi-disciplined project teams in the UK and Asia developing business cases to Board approval, oversaw the assurance and delivery of projects for- B2B Online Ordering system - delivered 15% increase in replenishment performance across Europe. Heavy engagement of local sales teams, changes to WOW and contractual incentive scheme. Delicate changes to Distributor and Agency contracts in Spain, France and Italy.- Outlet Stores opened - enabling profitable and discreet disposal of distressed stock across Europe and Asia. Retail function and staff introduced into subsidiary offices in Germany, Netherlands and Poland (in Europe) and Japan, Malaysia and Singapore (in Asia).- Central & South Americas distributor businesses transferred to the Americas Region, clarified the tax implications, set up a legal branch arrangement to ease tax liability and transferred the organisational structure, processes and customer relationships to the Americas new leadership team.

Kl, Malaysia

SE Asia Acquisition Distributor business acquired in Malaysia & Singapore; SAP enabled subsidiary model implemented linked to the UK HQ office systems and processes. Daily replenishment set up using a contract with local distribution partner Tasco (a local NYC partner). Led a highly motivated and connected team of Project & Change Managers who adapted their style and approach to support Asia market staff. Successful take-over of office staff, customers and local franchise partners.German Business Improvements (12 months part-time in Wiesbaden then Reutlingen, Germany)German hub market improvements in functionality and capability. Senior management support for operational/system upgrades, programme management and senior leadership coaching. Chain of Retail stores opened across Germany; shop floor and back office systems and processes rolled out; Wholesale Key account services enhanced - EDI, Never out of stock, fast replenishment. German main office relocated and restructured; recruitment and embedding of new Retail, HR and Finance functions. Franchise Development and Launch International Franchise Store concept developed and delivered; feasibility study, business case, operating model, launch and hyper-care for International Franchise channel to market. 68 new Franchise stores rolled out across 18 countries. Returned an additional £8.7m profit (£2.2m above budget) ahead of business case. Support structures for Franchise store staff and store managers included Operating Model hand book, online and face-to-face training (some via interpreters).

Business lead and project manager for Wholesale - ERP package selection, end-to-end business process redesign, organisational design and implementation, testing support, training, hyper-care and embedding support.- SAP system and IBM SI partner selected (shortlist of SAP, Retek, JDA, Oracle, PeopleSoft). - ‘To-Be’ process model redesigned for Wholesale UK & International businesses.- SAP modules SD, FI, MM and data warehouse BW, SEM configured, integrated and tested.- 28 major business process changes implemented through business representatives and change agents.- Business continuity and adoption planning.- Change and Communications plan executed across Europe to employees, customers and partners.- Training delivered to UK and European Sales, Customer Services, Warehouse, Import & Export, Credit teams.- Support during all business ‘firsts’ until new system stable and embedded.

Kicked off a career in Change – 3 years supporting Wholesale as Business Partner covering the UK & European regions. Business Analyst on i2 Rhythm implementation.

A healthy 10 years in IT gaining experience through Computer Programming, Project Management and Business Relationship Management roles.