Interim Manager
and Transition Director - Alf Oldman
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.