Professional Profile - Nick Keca

Give me a lever and a place to stand and I will move the world… Archimedes

Professional Profile – Nick Keca: I’m an outcome-oriented leader with a collaborative style enabling relationships with stakeholders spanning C-level executives to associates, and across business functions.

I’m a transformational change and performance improvement professional with a broad range of cross-functional capabilities. These include leading large scale transformation, change (business and IT) and operational performance development programmes within Financial Services, customer services, Business Process Outsourcing (BPO), Engineering manufacturing, and a variety of other industry sectors; and involving organisation design, target operating model development and performance improvement.

My professional development is augmented by continuous learning, including an Executive Doctorate in Organisational Psychology where I’ve gained expertise in the influence of personality on performance outcomes through collaborative working in multi-disciplinary virtual teams.

Industry Sector Experience:

⇒  Customer services

⇒  Business Process Outsourcing (BPO) – telco, retail, financial services, payment and loyalty card schemes, energy, utility, technology

⇒  Financial Services (Retails Banking, Mortgages, Life-and Pensions)

⇒  Legal Services (regulated complaints and claims management)

⇒  Engineering manufacturing (continuous process, batch, precision engineering and MTO)

⇒  Not-for-profit / charity

Specialties:

⇒  Interim and permanent MD/GM remits

⇒  Strategy, thought leadership, new product/proposition development, product lifecycle management.

⇒  Business development, Sales, account management, channel / relationship management, pricing, tendering, bid management, negotiating, contract management.

⇒  Turn-around, transformation, merger / post-merger consolidation, reorganisation, re-structuring, operations management, manufacturing, production

⇒  BPO remits spanning bid to service transition, service delivery and vendor management

⇒  Large scale contact centre operations management and operational performance development covering the full spectrum of customer service provision, including: home-shore / near-shore / off-shore, FL customer service, customer experience, contact reduction, self-service, multi-site call centre operations.

⇒  Transformation and change programmes involving business and IT (agile and waterfall)

⇒  Regulatory compliance and risk management programmes in Financial Services (Retail Banking, Mortgages and Life & Pensions, Banking Payments)

⇒  Customer remediation programmes in Financial Services (Retail Banking, Mortgages and Payments)

⇒  Organisational development, strategic operating model development and implementation

⇒  Strategic, operational, financial, and project planning

⇒  Team performance development and coaching

⇒  Organisational Psychology, culture and behaviour change

⇒  Employee relations, team coaching and performance development

⇒  Systems design, web development, process automation, document management

Competencies:

⇒  International client facing roles supporting the World’s biggest brands

⇒  Commercial experience: marketing, sales, account management, bid management, negotiations, contract management

⇒  Financially astute, P&L/budget ownership to £500m

⇒  Industry experience: business process outsourcing (BPO), financial services, engineering manufacturing, processing, distribution, and not-for-profit. Industries worked in: engineering manufacturing, machine tool manufacture, fabrication, welding, marine, oil and gas, petrochemical, energy/power, nuclear, aerospace, automotive, defence, utilities, consulting

⇒  Leadership of large scale, multi-site operations employing collocated and virtual, multi-disciplinary teams and 3rd party partners/vendors in global matrix management structures

⇒  Full spectrum of customer care: multi-lingual, multi-channel, multi-shore, insource/outsource, partner/vendor management, IB/OB, sales, retentions, collections, payments, tech support, fulfilment

⇒  Extensive transformation, change leadership and performance development experience: strategy, operating model development, culture change, restructuring / re-scaling, vendor / supply chain management, operational readiness / implementation, contact centre management, operations management, business process transformation, six-sigma, collective bargaining; IT change: automation, digitisation, infrastructure, telecoms, and services

⇒  Advanced analytical skills, deep knowledge of sophisticated statistical tools and techniques

Work History

Dec 2011 to present – Scire Quam Ltd

Providing consulting and interim management support to enterprise transformational change and operational performance development programmes within Financial Services, Business Process Outsourcing (BPO), Engineering manufacturing, and a variety of other industry sectors.

Aug 2008 to Mar 2011 – SITEL Corporation

Global Business Process Outsourcer (BPO) with revenues of US$1.5Bn, employing c60,000 staff, in 127 sites based in 26 countries and supporting the world’s biggest brands with the most sophisticated customer service solutions. Details of roles within Sitel as follows: –

Jan 2010 to Mar 2011 – Director, Global Transformation and Process
Reporting to – President and CEO

A PE backed Global Business Process Outsourcer (BPO) with revenues of US$1.5Bn, employing c70,000 staff, in 127 sites based in 26 countries and supporting the world’s biggest brands with the most sophisticated customer service solutions.

Responsibilities: Working in a global role with a broad executive remit to develop a new target operating model encapsulating mission critical activities spanning: people, processes and systems within a matrix management structure. My remit covered the spectrum of operating model development including: strategy, culture, leadership, organisation design (people, processes, and technology), employee value proposition development, governance and reporting.

Mar 2010 to Mar 2011 (role ran concurrently with the role above) – Director & General Manager, Benelux and Nordics
Reporting to President and CEO

(NOTE: this role ran concurrently with the role above)

Responsibilities: Executive leadership remit to develop the strategy, business performance and operational capability of a multi-national division of a BPO employing c2,000 staff across multiple sites in Belgium, Netherlands and Denmark. The role had full budget and P&L accountability to c€100m.

Aug 2009 to Jan 2010 – Managing Director, Northern EMEA

Reporting to President and CEO

Responsibilities: Interim executive leadership role with an operational performance development remit accountable for more than 10,000 colleagues spread across 32 European sites (+12 client sites) in nine countries and with budget/P&L accountability to c£450m. This was a complex, multinational, omni-channel/shore, client facing role supporting many of the world’s best known brands with world class customer care solutions.

Aug 2008 to Aug 2009 – Regional Director, UK & Ireland
Reporting to Managing Director, North EMEA
Executive leadership and business transformation of a large and strategically important multinational telecommunications client account including multiple (omni-channel/omni-shore) business lines supported by c1,000 colleagues located in multiple sites. This role had budget/P&L accountability to c£70m.

Jan 2008 to Aug 2008 – Scio Quam Ltd, Director

A professional services provider supporting a national financial services firm serving retail consumers and sales distributors (B2B and B2C) in the UK regulated financial services market (life & pensions) serviced by c3,500 UK staff in various UK sites.

Mar 2003 to Dec 2007 – Know How, Director.

A boutique professional services business providing: consulting, software application development, business process automation, workflow/document management, e-Commerce, and complaint management solutions to process complex, high volume, regulated customer complaints (B2C) within financial services.

Others…

1997 to 2003 – Brockington & Scott / UEC Industries, Managing Director
1989 to 1997 – British Steel PLC

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