Thomas Hemmings Email & Phone Number

Nottingham, Gb

Nottingham, England, United Kingdom

Peabody and Catalyst started a merger in April 2022. My role is to develop and deliver a change approach for the merger, integration and transformation of the organisation. Managing and developing a team and creating change behaviours, skills and methods within the service and operations. The role also has hands on change management delivery to help realise the merger, integration and transformation.

London, England, United Kingdom

I built a Continuous Improvement Team comprising of four analysts. I managed multiple change programmes that formed part of the Transformations programme, including: Organisational wide diagnostic work to inform the programme of work, Repairs service redesign, Org wide Continuous Improvement mindset change and Housing Management system change management. I co-created the Target Operating Model for the programme which has helped direct all the projects within the programme. I have also influenced change on Staff engagement (Increasing staff voice) and developed remote working practices across the team (Increasing effectiveness across locations)

United Kingdom

Close Brother Motor Finance are going through a Sales Transformation. Within this programme is a stream of work that I run looking to enhance sales leadership capabilities.I have helped the Sales team create a new dialogue as leaders that nurture, support and empower people to achieve their potential. This work has seen me create a strategy that extends past my tenure (4 year plan) focused on - 1 to 1 skills (Coaching and Feedback), 1 to 1 structure, Observation processes, Metrics to help measure the work and effectiveness, Competency development, Coaching community and Peer to Peer coaching development as well as me being a coach to the middle and senior management team to help understand, embed and lead the transformation.Employee Engagement has changed - 87% (2016) - 90% (2019)Attrition has gone from - 28% (2016) to 13% (2019)Capability self assessment from Problematic (2018) to Basic (2020) - The continued maturity of the skills and deliverables is expected to see this assessment achieve competitive in the organisations self assessment framework.A key step for me to help the cultural changes and leadership expectations sustain was to secure business ownership and advocacy, I managed this through 3 key areas - HR Director, Head of L&D and The Head of Sales Optimisation.

Doncaster, United Kingdom

I'm responsible for the delivery of multiple projects for the Motor Finance section of the business. GDPR being the key regulatory change along with multiple regulatory changes and contractual changes focusing on continued growth.I completed the delivery of GDPR which saw me leading the project for Close Brothers Motor Finance, managing 15 workstreams. Working with 50 people across the whole organisation to define, create and deliver the changes. The change was transformational for the organisation, at £1.1M it was the largest budget for regulatory change, we delivered over 140 technology changes and touched the customer journey at each step. This project reported into a programme of work at the Bank which also saw me communicating progress at a group level as the Motor Finance arm was one of 6 business units for Close Brothers Banking.During the early phases of GDPR I also supported the business to deliver a multi million pound deal with the Irish business supporting a growth to their dealer funding proposition.

I work to help people and businesses thrive. I'm brought into organisations to help connect people to why they work starting with their purpose and connecting this to company purpose (Vision and Values), in some cases creating this with them.I have done this in a number of ways always connected to three key delivery routes - Coaching, Training and Change Leadership. Listening to understand client needs is critical and working in partnerships has enabled me to work with over 20 companies since 2014 to help them thrive through coaching, training and change leadership.I put in place a strategic proposal for the work, which I then carry out with the teams and individuals in the organisations.

Coventry, United Kingdom

This project is enabling the use of a new channel. It was crucial for us to move fast and manage with ambiguity, at times defining processes for the partner. I set up the business change programme through broad stakeholder engagement, a well defined governance structure and managing a large set of deliverables with the teamKey successes – Mobilising multiple working groups quickly across the operation to understand the change, develop new processes and work with a partner to complete a contract. I worked with every business function in the savings group - Strategy, Marketing, Legal, Risk, Finance, Fraud, Operations, IT, Info security, Branch, HR, Training and Communications. As a result of the work I did engaging these groups we are on the way to a successful Q4 delivery

Solihull

March 2015 – December 2015I restructured a project that was behind schedule. Working with the programme manager to implement change, engage the business in the remaining scope and set up a team to deliver against plan.Key successes – Delivering operational impact assessments that fed the target operating model. Identifying the critical streams of work and resourcing the project and business resources to deliver against the plan. March 2015 – September 2015I delivered the first key phase of a large B2B regulatory project. I enabled the successful launch of half hourly sales to non half hourly customers ahead of the November deadline.Key successes – Collaborating on the scope of work, planning the work streams across the business - legal, sales, operations and marketing. It was crucial to get the correct business engagement. My customer said “You have changed the pace of this project, your input has enabled us to deliver”

Kettering

Deliver an involvement toolkit in a co-production team.

Nottingham, England

Created and delivered training

Nottingham, United Kingdom

Project Manager:I managed delivery of a large industry wide project with senior internal and external stakeholders (Ernst and Young).Key successes – Engaging the correct internal stakeholders, agreeing the costs and resource plan. Leading operational teams to develop internal processes, Governing the project in line with expectations enabling the right cost/quality balance. Creating key internal legal and external project relationships was key to understanding and executing this changeOperations project manager:I managed 3 teams (Project delivery, Non claims and Compliance) The programme had 17 projects delivering across a 2 year period with over £1M budget. Delivering change across multiple sites and areas (IT, Finance and Operations), to tight time and quality measures, with project managers, subject matter experts and senior stakeholders.Key success: Prioritising the work, setting up programme steering groups, delivering the prioritised projects through a well managed programme, Creating a collaborative and fast paced delivery function

Nottingham, United Kingdom

I started a new function in the Marketing team to look at customer data in a more qualitative way. The statistics and analyst teams used the new data to inform future strategy while we also looked at what customer experience the Marketing and product teams were responsible for.Key successes - Influencing senior stakeholders that qualitative data was as important in the overall assessment of marketing and product effectiveness. Handing the work into the analyst and statistics functions once set up.

Work with the business sponsors to plan and prioritise the work correctlyPlan and deliver the prioritised work with the technical performers in order to deliver new products and customer enhancements to market

I'm managing a project to change the way we deliver campaigns to market looking to save 8 weeks effort and enable the business to react quicker in the marketplace

Managing intent and delivery for all new products.- 2010 April - June - Delivered first Internet based credit education campaign via a number of outbound partners

I managed a project to enable customers to sign for products online. Taking Capital One from a paper process only to online was transformational. Key successes were connecting the IT delivery team and design team to the legal team in order to get the right compliant and operational solution.Key successes: Delivering as part of a larger programme, developing inter project relationships as well as cross project to support the teams development and delivery, reacting to legal show stopping issues with stakeholder escalation and responsibility

Higher National Diploma, Psychology And Philosophy, 2

Education record