Project / Change Management consultant

Experience

Business Analyst & Senior Consultant, Axxion Limited (Jan 2006 to present)

• Oil & Gas – Onshore and offshore analysis of existing business processes and systems (3 Projects so far)

• Project proposal for a 13 months business improvement process in maintenance – onshore and off shore (Project 1)

• Completed summary findings presentation and got decision for a £1m project

• Projected successfully completed showing significant improvements in PM, CM and backlog performance

• Second analysis working with Client Group to perform an affiliate field operations review (Project 2)

• Project 1 Extension including an analysis of sub contractors and material flows process onshore & offshore (Project 3)

• Project Manager for delivery leading a team of 5 consultants working with two major oil and gas players

• Delivery of Onshore and Offshore Maintenance Improvements with a major PLC

• Successful delivery of processes and systems reducing lead times, improving % completion of tasks, productivity, efficiency and the efficiency of interfaces between onshore & offshore

Project Manager / Senior Consultant, Anpro Management Consultants; (June 2003 to 2005)

• Project Management implementation of operational improvements in four separate projects across three sites within the same multinational group in The UK

• Initial scoping and business analysis involving efficiency, people, machine and resource utilization studies on the factory floor to determine and quantify improvement opportunities.

• Project manager in an area with over 400 people; area development activities including process mapping, process re-design and re-engineering, system design, development and implementation of process and management operating systems to support charge hands, supervisors and managers achieve their goals, objectives and KPI’s.

• Achieved well over £4.5m in annualized savings in the first phase.

• Secured more work and became Project Manager of Phase 2 of the project.

• Realized £1.4m in annualized savings against a target of £0.9m in phase 2.

• Phase 3 – project managed an area that led to a 10% improvement in yield and a 5% improvement in overall line efficiency.

Principal Management Consultant, Chaucer Consulting (July 2002 – June 2003)

• Project coordination and support (program management, project charter, scope definition, impact definition and meeting facilitation)

• Issues and risk management (issues log, risk assessment, risk mitigation planning, creation and tracking)

• Project planning and reporting (program plan, progress tracking and reporting, resource scheduling, program and management reports)

• Standards and documentation (standards and guidelines, assurance, document control, lessons learned, knowledge management and close out reports)

• Project governance and communication (steering committee, communication strategy, presentations and peer reviews)

• Program cost control and accounting (resourcing, budgeting, cost control, forecasting and productivity)

• Program / Project tools (program website, document storage, Microsoft project, shared folders, virtual project office, PSO, eprojects)

• Implementation and Training (Implementation plans, training workshops, training plans, training and e-learning)

Management Consultant, Project Manager, Proudfoot Consulting (1999 – 2002)

• Conduction of business reviews, surveys and analysis culminating in a project implementation approach to clients

• Design, development and implementation of management operating systems

• Business development through work scooping and sizing opportunities

• Process re-engineering, identifying problems and implementing solutions through focus groups, action teams, working groups and task forces including steering committees

• Continuous Improvement initiatives through global company audits to ensure sustainability

• Project management implementation working with clients training and coaching to improve processes, systems, behavior and culture

• Training of task forces, managers, focus groups, supervisors and operators to deliver sustainable results

• Process re-engineering, identifying problems and implementing solutions through focus groups, action teams, working groups and task forces including steering committee

• Continuous Improvement initiatives through global company audits to ensure sustainability

Operations Manager; Pepsico Inc. (Walkers); Leicester, UK (1997 – 1999)

• Managing materials, equipment, people and processes to maximize output and minimize costs in a 24 hour, high volume, high pressure multiple line production factory (biggest crisp factory in Europe) with over 150 people

• Achieved substantial reductions in packaging wastes (19% to 5%), customer complaints (15%) and engineering downtime (7.4% to 2.5%) and increased output (10%) and developed front line operatives and engineers into management roles

Home Sales Manager; Debenhams; Norwich, UK (1996 – 1997)

• Responsible for over 50 staff including the managers of the concession departments (Mostyns, Royal Doulton, Edinburgh Crystal, Wedgewoods, Christys, Coloroll and The Wedding Gift Service); sales of over £12m through improved merchandising, displays, customer service, ordering and inventory management

Department Manager; J Sainsburys, Peterborough, Cambridge, Norwich, UK (1994 – 1996)

• Planning and control of over £10m of sales, 45 staff, forecasting, ordering, inventory control, recruitment, induction and training of new personnel, merchandising and displays to maximize sales and reduce costs