Financial & Business Strategy:

• Improved the financial performance of a UK Support Services business from an annual loss of (36%) to a 6% operating profit. In addition during the same period, increased revenue by $3M per annum through rationalisation of the services portfolio, development of key accounts and focussed marketing programs.
• Increased a European Education business operating profit from +2% to +10% within an 18 month period. Achieved primarily by rationalisation of the service offering and increasing productivity.
• Decreased the cost of third party transport and warehouse services by 37%, equating to a £250K cost saving per annum. This was achieved by partnering with the supplier to streamline their services to better suit the requirements of the business while ensuring a consistency in service delivery to the end user customer.
• Revised the business model for a multi-vendor service offering to improve financial performance from an annual loss of (27%) to achieving break even over an 11 month period.
• Introduced Business Performance consulting as a new service offering to be offered exclusively to the company's top customers. This involved delivering consulting engagements to selected customers to help them improve their business results.
• Examples include work with GCHQ to improve the efficiency with which army tanks are maintained in the field and Motorola to reduce the cost of ownership of their measurement equipment.
• Led the development and deployment of a three year business strategy for a global support services business within a market leading manufacturing company. This included defining the role of services within the company and subsequently implementing a business system that aligned with achieving the goals of the business. The plan led to the business achieving the targeted 15% revenue growth and 5% improvement in profitability.

Operational:

• Improved service delivery turn-around-time while reducing the workforce by 30%. Calibration improved from 65% of jobs completed within 5 days to 94% completed within 5 days. For repairs this improved from 40% of jobs completed within 10 days to 85% within 10 days. These results were achieved through process improvement, resource planning, skills training and changes in working practices.
• Implemented a performance measurement system which aligned individual performance metrics to overall business goals. This enabled the creation of weekly and monthly performance data that provided clear accountability at individual, team and business levels.
• Implemented a set of operational processes, tools and skills to enable sales engineers to manage their sales funnels more effectively. This resulted in a 30% improvement in win loss ratio within the first 12 months.

Customer Experience:

• Increased the overall customer satisfaction rating from 6.2 out of 10 in 2004 to 8.4 out of 10 in 2006 by improvement of service delivery levels, introduction of turn around time guarantee’s and creation of a customer focussed environment.
  Re-designed and relocated a comapny's European Professional Services Administration operation to significantly reduce the customer dissatisfaction, cost and rework associated with this function.
• Implemented a key account program for a UK Support Services business as a loyalty and growth strategy. This enabled the business to provide a premium set of services to the top 20 customers who generated over 50% of their revenue.
• Introduced a customer satisfaction measurement system within a European Professional Services organisation to enable the business to capture, monitor and manage their customer’s solicited and unsolicited feedback in order to improve their service delivery.

Employee Satisfaction

• Improved overall employee satisfaction rating from 27% favourable to 64% favourable within 18 months through implementation of clear accountability to individual level, reward & recognition, regular communication and training & development programs.
• Implemented high performance team practices and change management skills into several senior management teams that were required to lead their organisation through significant challenges.
• Developed and deployed remote management techniques to effectively manage virtual teams who are geographically dispersed and culturally divergent.

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