Case Studies

Transition Management

2006 - 2008

Program Director, Party Gaming (Gibraltar). (PartyGaming) Reporting to the Deputy Finance Director, provided overall leadership for a global back-office improvement program, covering financial, procurement & HR processes, rolling out Oracle applications in Gibraltar, UK, India, Bulgaria & Israel

2005 - 2006

Transition Executive, UK, HMRC.  Rescued Estates & Support Services financial management from widely perceived crisis, and rapidly regained confidence of all stakeholders.  Saved SAP implementation from failure for Estates & Support Services procurement to pay cycle, avoiding reputation damage and payment delays to high profile

2004 -  2005

Chief Financial Officer, ONS (London), (Office of National Statistics - 5,500 employees). Reporting to the Chief Operating Officer (COO), seriously raised the profile of financial management in ONS, robustly challenging all plans & performance for value-for-money, risk management & strategic fit. Initiated Financial Performance Improvement Programme (FPIP), using the Treasury's benchmark, providing stretch targets, and a roadmap for next CFO.

Transformation

2003 -  2004

Programme Director,  UNESCO, (Paris) (United Nations Education Scientific & Cultural Organisation – annual budget circa $1 billion). Reporting to the Deputy Director General, leading Financial Performance Improvement Programme, which included far-reaching house-wide improvement projects, e.g. improvement in accounting & controls, deployment of technology (post SAP installation), human resourcing developments and change management, house-wide. Delivered a real, measurable improvement of 60%

MIS / Supply Chain Transformation

2001 - 2003

Programme Director, Financial Performance Improvement Programme, Remploy, non-departmental UK Government body. Leading project managers responsible for re-engineered Baan databases, consolidating service centres, overhauling management information systems, developing business intelligence capability, enhanced supply-chain management capability, enhanced customer fulfilment process and change management group-wide, across ninety manufacturing sites.

Project Management/Back and Front End Systems 

1999 - 2001

Programme Director/CIO, Alliance Holiday Inn (Paris), 85% owned by Whitehall (World's largest property fund, managed by Goldman Sachs). Successfully led multiple international project teams responsible for overhauling front & back office systems, infrastructure and processes in seventy hotels across Europe. Personally, led web-based reservations and business intelligence projects.

large erp implementation

1998 - 1999

Project Director, Stoves plc. Led "big bang" AS400 ERP implementation. Chaired the project board and facilitated implementation and self-improvement teams. Project implemented on time, within budget and without impacting upon customers.

Interim Management

1997 - 1998

Finance Director, Stoves plc. Stood in (for the second time in ten years) as Stoves' finance director. Turnover > £100m. Core responsibilities included: finance; IT; warehousing and logistics. Turned around a twice aborted bespoke warehousing system.

Cost Management

1997 - 1999

Best practice advice: involvement over three years in the financial management aspects of the Tavistock/ MOD/ Laings/ AMEC project which was to build two recreation centres for the MOD at 70% of the current best practice cost for the specification required. Pioneered new cost management process in construction industry.

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