Tim Field Email and Phone Number

DEfactoEd is a new breed of online Digital Education provider helping corporates to build digital capability and create adaptable mindsets in their businesses.For businesses to thrive in the digital economy an agile workforce is required, adaptable to using new digital technologies and ideas. We believe that online Digital Education is a crucial lever for businesses to shift the mindsets of entire workforces to rapidly adapt to these standards and create greater value. Legacy education has a rapid half life in an accelerating digital environment and new learning becomes pivotal to the creation of value. Done right, online education can create high levels of engagement and performance improvement.At DEfactoED, we've brought together an international team of digital thought leaders, technologists, educationists and business leaders, who have combined their world-leading understanding of digital developments with deep practical experience of successful business transformations to assemble a suite of online digital education courses focused specifically on digital disruption, targeted at business audiences.The modular form of our courses mean that they are configurable to meet specific corporate requirements and our use of video, animation and simulation formats provides for maximum learning impact. Our courses are built with behaviours in consumer technology in mind and therefore engages the learner. Our learning platform enables our courses to be delivered at scale to large and geographically dispersed audiences across all areas of a business, wherever located, and on all devices.For more information on our new Digital Education services, please contact us at :http://defactoed.com/

Consultant in digital transformation - helping large organisations and corporate functions (in collaboration with the Centre for the Digital Economy - Surrey University) to :- understand the challenges and opportunities associated with the digital economy,- map out a plan of action to mitigate and exploit the risks and opportunities- assist in transforming the organisation in particular with regard to the culture and the people - potentially the most difficult, change averse, and least well understood dimensions in transformation programmesThe Founders Group consists of former FTSE Executives and Senior Consulting Partners who have come together to offer an independent 'Sounding Board' service to Senior Level Leaders. We offer an alternative to the 'traditional' large consulting firms' services. We are all experienced practitioners and we work collaboratively with our Clients' teams to provide challenge, fresh insights, coaching support and,where needed, focused support to business change programmes.Founders is collaborating with the Centre for the Digital Economy ( CoDE) at Surrey University to support businesses respond to the opportunities and risks posed by digital disruption. With CoDE, we offer our Clients access to a network of senior academics, thought leaders and business leaders to address the following challenges :• Understanding digital – through education and awareness programmes for Executives and Business managers• Developing the ‘Business Response’ to Digital• Implementing digital Platforms• Establishing Innovation capabilities • Refocusing the Corporate Functions to operate in the digital environment• Managing risks from digital disruption.If you are interested to learn more about our Founders services or to join our expanding network, please contact me on tfield@foundersgroup.co.uk or visit our website at http://www.foundersgroup.co.uk/.

Director for the Efficiency Project to reduce overhead costs by $500m by 2016 - this was one of the big three projects initiated by the CEO at the time, and was in response to slumping commodity prices. This involved setting up the global efficiency programme, deciphering what the target actually meant in the context of the Anglo American overhead, setting out baselines and ground rules in terms of how the target was accounted for and communicated, inventing and disseminating a methodology re savings projects, and then initiating and leading a number of global projects to bring down costs, and collaborating with and advising business units with their programmes. I had leadership roles in real estate, shared services, discretionary remuneration, exit from Luxembourg, and various other critical projects.This also involved running extensive change management activities. The projects ambition was a cost reduction of $500 million but the sustainability of the reduction relied on changing the way that the people in the overhead bracket (12,000) viewed the Anglo American's money. the ambition was to get them to treat the companies money as their own, and also view the dollars that they had responsibility for from the perspective of the people operating mines on the ground.I had extensive interaction with Senior leaders, particularly the CEO, CFO and the Anglo American Executive Committee and Corporate Committee. I was really successful in getting senior people's attention and their commitment to action.

Responsible for performance management and controlling the group corporate spend ($750m) in Corporate offices in London and Johannesburg, and representative offices globally.Appointed in February 2012 a into newly created role, Business leader on SAP implementation, implemented Concur, improved processes, and greatly improved influence of controller in the corporate offices at CEO, EXCO level, at the same time as leading major cost reduction exercise detailed above. I reduced the corporate budgeting process by two thirds in terms of time, and significantly reduced the number of people spending time on automatable processes and activities.Dealt with all financial reporting and accounting issues, and management reporting for The Corporate business unit. worked across various functional leaders and executive committee members to challenge costs and retain control.I introduced the efficient organisation concept - a control framework that emphasised the key levers that existed to control costs and then reported these to the Anglo American Corporate Committee, influencing behaviours and outcomes.

I was responsible for the delivery of internal audit and risk management services to Corporate Functions, Kumba Iron Ore, other mining and industrials divisions (including Tarmac), and the Minas Rio project in Brazil. Kumba and Tarmac would have been FTSE 100 companies by financial metrics at the time, and in the case of Kumba had all the associated corporate governance requirements. Minas Rio was one of the biggest engineering projects in the world at the time, involving building a port, a mine, and 500kms of pipeline linking the two.Built the team in Brazil, turned around the Tarmac team to have relevence to the business using various methods including data analytics, established Anglo processes in new acquisitions.I spent much of my time influencing senior people to take action on risk mitigation.

Headhunted from Ernst & Young as a Partner, responsible for service delivery (risk and assurance) and sales at the firm’s largest private sector non external audit client, as Head of Business Development for Risk Advisory Services (RAS), and having led the South African sales team’s efforts in winning the world’s largest internal audit outsourcing assignment.Promoted to Partner in June 2005 to be responsible for: The Internal Audit Outsource of Lonmin Plc (FTSE 100 constituent at the time) with resultant exposure to CFO and Audit Committee - transformed and grew the account into the largest private sector non-audit client in the firm. Head of Sales for RAS South Africa, with international exposure to the global and area (EMEA) sales efforts. Achieved win ratio of above 50%. Delivery of Sarbanes Oxley 404 Services for various foreign private issuers. Promoted to Director of Risk Advisory Services in June 2004 to be responsible for business development in South Africa. Led the South African sales team’s efforts in winning the largest internal audit outsource globally at the time (circa 200,000 hours pa – Transnet Limited). This was a year-long sales effort that ultimately involved a global team and attracted significant recognition from the Global E&Y leadership. Created and launched the fledgling business process group in 2002 to capitalise on opportunities in non-audit clients, growing the group into a credible and profitable service offering.