What I offer
DIAGNOSTIC: Is your organisation fit for purpose?
I can help with :
*Operating Model Review - Root cause analysis of underperformance in strategy execution, processes, ways of working
*3-, 5-, 10-year Strategic Workforce Planning - what critical roles do you require to deliver on your strategic objectives and where are your biggest gaps?
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TROUBLESHOOTING: How can we fix things together?
I can help with:
*Articulating the case for change
*Aligning key stakeholders on vision, strategic objectives and KPIs
*Improving or re-designing your operating model, org structure, key process
*Developing your Transformation Roadmap
*Change planning and deployment to embed new ways of working
IMPLEMENTATION: How confident are you about delivery?
I can help with Transformation and Change programme management: interdependencies, risk, OKRs, KPIs, delivery team coaching, agile ways of working, weekly status updates, stakeholder comms and Executive / Board progress briefings. I love collaborating with cross-functional teams to get things done.
Experiences
OPERATING MODEL REVIEW
Identified org improvements for a FTSE 250 UK Energy company under financial restructuring. Areas covered included: Leadership & Culture; People & Technical capabilities; Org Structure; Key Processes; Risk & Governance; and Performance Management
Recommendations endorsed by the Audit Committee.
STRATEGIC WORKFORCE PLANNING
Engaged over 100 senior stakeholders across Georgraphies and Global Functions to establish an enterprise-wide Strategic Workforce Planning approach and process tied to Group-level annual financial planning.
Developed a 3-, 5-, and 10-year Strategic Workforce Plan to define future requirements.
OPERATING MODEL RE-DESIGN
Engaged on a 6-month basis to help redesign the operating model of a French Offshore Maritime Services company operating internationally following its acquisition by UK- and US-based Private Equity firms. The recommended model was approved by the new shareholders and is being implemented.
TRANSFORMATION DESIGN AND LEADERSHIP
Established and led the Transformation Office for the UK's largest Electricity Transmission business.
Defined the overall 2030 transformation roadmap to enable prioritisation of capital investments.
Pioneered the deployment of more agile ways of working and digital skills development for engineers.
PROJECT & PROGRAMME MANAGEMENT
Led PMO and operating model design for the UK B2C Data and Customer Insights Unit of an integrated utility. This resulted in savings of circa £1m.
Led PMO and operating model design projects for the Upstream and Midstream divisions of a FTSE 50 UK Energy company.
PERFORMANCE MANAGEMENT
Led virtual 50-strong cross-border networks in Europe, the US, and Asia and engaged with Board-level leadership to define strategic objectives, KPIs, and firm-wide, regional, and functional initiatives; designed and led global annual performance reporting and review process for Group CEO.
STRATEGIC ANALYSIS & BUSINESS CASE DEVELOPMENT
Assessed UK shale gas supply chain gaps identifying £30m investments formalised in the Chancellor's Autumn Statement.
10-year Business Plan securing £6m capital funding from UK Gov. to establish an Industry National College.
5-year global Oil & Gas strategy, investment case, implementation plan.
THOUGHT LEADERSHIP
Authored study modelling supply chain and employment opportunities, defining gaps in UK shale gas capability. On its launch, it was the leading energy story featured in 65+ major media outlets worldwide. Presented the results to UK MPs and at the French Institute of Petroleum’s Annual Conference.
