Performance Development: Example #1
A challenging change programme, my remit was to turnaround and develop the capability and performance of a multinational operating division. This operation had approx. 2,000 staff across multiple sites in Belgium, Netherlands, and Denmark. It also included P&L ownership to €100M.
Starting out with poor employee relations, service failure, client-dissatisfaction, and negative financial performance, I transformed a loss-making business to double-digit EBITDA. I did this by successfully completing a significant reorganisation, reducing headcount by 50%, and negotiating with multiple trades Union in a Collective Bargaining arrangement. This also converted negative client relationships, increased net promoter score (NPS) and C-Sat across the client portfolio.
Performance Development: Example #2
Senior client facing account management remit to develop the service proposition for a strategically important client account employing 1,000+ staff across multiple UK sites. This role had P&L accountability to c£70m.
I led a dysfunctional, under-performing, multi-disciplinary international team through multiple phases of change needed to transform the customer service proposition into a world class service. This involved transforming an under-performing operation, reducing costs by 35%, and converting significant operating losses to 23% EBITDA. We achieved this while also improving customer experience to 95% RFT, increasing NPS, and delivering service levels exceeding contractual obligations.
Performance Development: Example #3
In a small, innovative professional services business, I designed and developed digital applications and bespoke automated workflow/document management systems supporting high volume, regulated, consumer complaints within financial services. We also created a new model (legal services firm specialising in civil litigation) enabling a client to reduce direct costs by 70% while improving compliance and customer satisfaction; and we designed and developed a fully automated e-Commerce portal linking the retail customers directly to inventory, logistics, and payment systems.
Turnaround: Example #4
In a complex manufacturing company, I turned-around an under-performing business acquired from an administrator, within three months, and with limited working capital. in doing so, we converted financial loss to 9% NPBIT within twelve months. We went on to develop new products and secure multi-million £s in new sales contracts with major international OEMs/contractors.