Business Change Consultant
Summary
I have spent nearly 30 years within both the Financial & Public sectors – specialising in BPR, Business Change, Process Design / Improvement,Cost Reduction, Process Analysis, Resourcing Studies/Planning, Project Planning & Management, Strategy / Research & Efficiency Studies, the last 7 as an interim, when I have had the opportunity to gain experience primarily in the public sector.
Skills
- Business Change
- Process Improvement
- Strategic Analysis
- Project Management
- Leadership
Spoken Languages
- English (Fluent),
- Thai (very basic)
Education
•Diploma in Management Studies
•Chartered Member Institute of Management
•Institute Of Management Services (Work Measurement, Performance Management, Ergonomics, Process Mapping and Method Study) which were the forerunners of today’s Lean/Six Sigma, Business Process Re-engineering and Business Change methodologies
Experience
*May 2012 – October 2012
Business Analyst for Royal Mail responsible for data validation, cleansing and quality control in readiness for uploading into the Resourcing Database.
*February 2012 – May 2012
Business Analyst for the Government Of Northern Ireland responsible for mapping business processes in readiness for a transformation programme within the Transport Services Department
*May 2011 – October 2011
Business Change Consultant for Volkswagen Financial Services responsible for Identifying Processes Requiring Re-Engineering to comply with BAFIN (the German equivalent of the FSA) Across The Entire Organisation
*May 2008 – July 2009
Lead Business Change Analyst for Northamptonshire County Council responsible for the Process Re-engineering & Business Improvement of the Council’s Integrated Transport Management Unit
*October 2006 – December 2006
Business Data Analyst for Suffolk County Council & B.T. Global Services (joint venture) responsible for the analysis of the Enquiry Call Centre and Non core activities performed within the Finance Dept. to drive out efficiencies and ensure consistent use of Oracle Financials
*January 2006 – April 2006
Process Control Analyst for Fiserv (Europe) Ltd acting as conduit between the Process Development Team, Subject Matter Experts and the Client in relation to all aspects of Process Control in particular the quality and consistency for an Managed Personal Lending Service for Capital One Bank
*February 2005 – July 2005
Business Change Analyst for the Metropolitan Police Service responsible for an overarching review of their Finance Processes to drive out improvements and efficiencies and maximising the benefits of their recent SAP Financials upgrade.
*January 2004 – July 2008
Marketing & Events Manager for Conference & Training Services Ltd responsible for Organising and Facilitating Knowledge Exchange Events for Financial Services Organisations.
*October 2004 – December 2004
Benchmarking Data Analyst for HMRC responsible for Benchmarking National Insurance Contribution Office Support Functions with similar functions within the U.K. Financial Sector
*September 1998 – November 2003
Marketing Finance Process / Operational Manager for Abbey National Group responsible for re-engineering the Marketing Dept’s Spend Processes of an £80m budget
*September 1993 – September 1998
Project Manager / Researcher for Abbey National Group responsible for supporting Executive Managers Performing Strategic Reviews
High-level Profile – 1979 to September 1998
Project Management Consultant, Abbey National Group (July 1993–September 1993) Ian was responsible for developing a corporate Project Management Methodology.
Productivity Consultant, Abbey National Group (May 1989–June 1993) – Ian was responsible for developing and leading analysts on branch productivity reviews and developed a ‘Counter Staffing Planning Model’ which enabled branch managers to increase the productivity of their resources.
Management Systems Consultant, Abbey Life Assurance (1987–1989) – Ian undertook process reviews in the branch network and head office. He also acted as a trouble-shooter for the recently appointed Administration Director.
Senior Organisation & Methods Team Leader, Gresham Life Assurance (1983–1987) – Ian was responsible for undertaking departmental productivity reviews.
Organisation & Methods Analyst, Leicester Building Society (1979–1983) – Ian was responsible undertaking branch productivity reviews and developing a branch resourcing model. Reviewed the society’s records retention policy and recommended and implemented a micro-graphics department. Reviewed the methods for dispensing beverages at Head Office and recommended and implemented vending machines to save costs.
Productivity Services Officer, British Gas – (1970–1979) – Ian was responsible for undertaking Productivity reviews in the customer accounts department, where 500 staff where employed, and for calculating performance reports for management.
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