The Consultancy Team
Our team is made up of a core of highly qualified and experienced consultants who only work with The Consultancy Company, plus a compact central function to provide back office support.
We can also call on the skill of associate consultants who typically we have worked closely with in the past or have deep specific technical knowledge.
Below you will find photographs of our team and for greater details please click through to see their profiles.
If you are looking for a very specific skill please contact us because keeping to a one page summary means we leave out some experience and skills.
Jonathan has a strong track record in providing strategic change advice to large and small organisations. Working at Director level he has delivered a wide range of major international programmes and projects including compliance assessments, business process improvement and implementations with a broad range of software.
He works with current technology as appropriate, including cloud and SaaS solutions. He is a qualified accountant with FD experience and brings his practical knowledge of how systems are used to business case preparation, analysis and decision taking. Click here for LinkedIn Profile.
IT Review: Reviewed the IT function of an international private equity firm, including a user satisfaction survey for 250 staff in 16 global locations. Led to a full analysis of the ‘as is’ position with detailed recommendations for development of infrastructure and 30 separate business applications plus the business case for the adoption of ITIL. Created a route map for improving efficiency and inter-office working.
Software Selection: Led the software selection exercise and wrote the business case for the UK Insolvency Service to replace critical systems managing the assets of all insolvent companies and individuals – tangible benefits estimated at £8m+. During the implementation managed a complex, overlapping set of business rules handling legislative issues.
New ERP System: Managed core build and roll-out programme in over 30 countries in EMEA and the Americas for a pharmaceutical services company, including mid-project change from US to French ownership. Successfully replaced various local systems with a common approach, facilitating consistent group reporting and reducing complexity.
Case Management System: Led requirements review and implementation project for a leading ATE underwriter of legal expenses insurance, allowing solicitors to raise and manage a range of policies on line for their clients in place of paper processing.
2016-current Consultant, The Consultancy Company
2015-2016 UK Services Director, Planon
2011-2015 Professional Services Director, xPRESTE
2003-2011 Professional Services Director, Wave Consulting
1998-2003 Senior Project Manager, Projects Director, EMEA Services Director, Systems Union
1996-1998 Independent Business Systems Consultant
1993-1996 Finance Director with UMECO plc
Associate, Chartered Institute of Management Accountants
BA(Hons), English Literature
Anoush is an experienced executive leader with a strong track record of achievements in a career spent working globally for a Fortune 500 company. He has deep strategic and operational management experience and insight in deploying successful customer engagement strategies. He acquired these skills over 27 years and was responsible for managing enterprise sales, product & services marketing, as well as business innovation within the hardware, software, & services sectors across EMEA & North American markets. Click for LinkedIn profile.
New Business Innovation and Development: Built an entirely new global marketing communication practice and service offering focused on “Customer Experience & Engagement Management” to drive new sales growth in the digital / on-line customer communication markets. Created the strategies needed to build a comprehensive deployment plan for regional sales & service delivery.
Business and Marketing Strategy: Revamped & simplified an entire cross media software product group to drive growth in the enterprise market space. Grew sales for the new line of products by 50%+ in year 1 and over 75% in year 2. Also implemented a “SaaS” software strategy for a new “Campaign Automation” capability targeted for Digital marketing agencies and print service providers. Over three years this line of business became the highest growth area to overall sales.
Sales Strategy: Managed one of the largest professional direct sales forces in the UK & Ireland. Developed and implemented various “Go to Market” strategies for both direct sales as well as creating new indirect channels business models & resellers. Grew the Indirect business to over $35m per annum in just over 4 years, where the business accounted for over 30% of the sales revenue.
Business turnaround: Turned around a declining $1bn mature print managed services business by securing new contract signings as well as achieving business signings growth of over 25%+ over 2 years.
2018-Current Consultant, The Consultancy Company
2015-2017 Senior Vice President, Xerox - Customer Experience Business Group
2012-2015 Director and Vice President, Global Operations for XMPie Inc.
2009-2012 Director New Business Innovation and Development, Xerox
2002-2009 Country General Manager, Production Group, Xerox
1999-2002 Marketing and Operations Director, Xerox
Vice President Programme - Centre for Creative Leaders
Executive Management Seminar - INSEAD, Paris
University Brighton BA (Hons) in Business Finance & Marketing
Diploma in Marketing Management – CIM
Richard spent his corporate life, before moving into consultancy 17 years ago, within the UK manufacturing industry. Starting out in production management, he progressed through operations management into general management.
It was here that he became involved with developing markets on a global scale, resulting in the Queen’s Award for Export Achievement. Click here for LinkedIn profile.
Molins plc: Core process review of the business, from receipt of customer order, through planning, procurement, manufacturing, assembly and distribution.
Fenner Seals: Development and implementation of a new inventory management process in their global subsidiaries.
Metrological Office: Review of the Commercial Division and recommendations for structural change.
Smiths Medical: A range of projects including restructuring their supply chain processes, European distribution strategy review and inventory management optimisation.
EBRD – TAM: Program Senior Industrial Advisor on 12-month project with manufacturing company in Poland.
1996-Current Principal Consultant, The Consultancy Company
1992-1996 Divisional Managing Director, Mechanical Handling Division, Wagon plc
1989-1992 Managing Director, Futurail, part of Polymark International plc
1987-1989 Operations Director, Tyzack Turner plc (now TT plc)
1982-1987 Operations Director, Moorwood Vulcan – part of Valor plc (now Williams Holdings plc)
Postgraduate Diploma - Finance and Accounting, University of Hertfordshire
Postgraduate Diploma - Business Administration, University of Bradford
BSc (Hons) - Mechanical Engineering, University of Southampton
Chartered Engineer, MIMechE
Aidan is a results-driven and professional Managing Director with extensive experience in general management, track record of sales growth, marketing strategies, account management, performance improvement, business transformation and health and safety. A strong leader with exceptional relationship management and people management capabilities, ensuring a consistently motivated team and a successful service delivery at all times. Click here for LinkedIn profile.
Business turnaround: Led the process of combining two separate but interdependent businesses who didn’t get on to become one group, by improving standards in both businesses, standardising processes and procedures, Changing the Health and safety culture and obtained CHaS accreditation for the contracting arm. Improving sales volume to nearly double the business and turned from loss to profit.
Production Improvement: Improved communications, set realistic targets, implemented Capacity Planning, resolved many long standing issues to improve on time performance from 74% to 96%.
Relocation: Relocated a sales office 300 miles, employing and training a complete new team in 4 months. Improved utilisation of IT, reduced headcount by 20% and improving responsiveness by 2 days.
Interim Management: Managed the business to relieve pressure from the owner. In the process increased sales 20% in 7 months, launched new products, standardised product training, found and stopped fraud, and made the company legally compliant in a number of areas.
2013-Current Managing Director, The Consultancy Company
2008-2011 Managing Director, Energys Group
2007 Interim Managing Director, Shaftesbury Shutters
1997-2006 General Manager, Marketing and R&D Manager, Health Safety and Environmental Forum Leader, Marley/ Aliaxis Group
1991-1997 Senior Product Manager, Production Turnaround, Customer Service Manager, Draeger Ltd
Diploma in Marketing Chartered Institute of Marketing HNC in Business and Finance Southampton institute
Health and Safety IOSH
Advanced Development Programme London Business School
Paul is a supply chain strategist with a proven ability to develop and implement operational solutions that deliver substantial results in supply chains and service operations. His special skill is in blending both people and systems development to improve organisational capabilities and collaboration. He has a detailed understanding of Reverse Logistics and After Sales Service operations and has worked in global, multi-cultural and challenging situations, including post-merger integrations. Paul has applied systems thinking and Lean principles in start-ups, large multinationals, telecoms, retail, and service industries. He is a certified Myers-Briggs practitioner with a passion for helping people and teams to develop their capabilities and potential. Click here for LinkedIn profile.
Supply Chain Integration: Developed the integration strategy for the supply chains of two German Telecoms operators post merger. This included inventory, logistics, buying and sourcing strategies to achieve significant savings in operational and inventory costs.
Reverse Logistics (returns and repairs): Reduced costs by 15% and improved customer service by designing and implementing a change programme across commercial, operations, sales and service functions and suppliers. The programme involved policy, process and IT changes.
Supply Chain and Supplier Strategies: Developed and implemented supplier development, sourcing and procurement strategies to support business diversification, cost saving (typically 20%) and global consolidation plans.
Change Management: Initiated and developed a radical approach to change within a high street retail environment; based on the application of “hot house” and Lean, the approach resulted in more than thirty change initiatives being implemented in over four hundred stores resulting in a 10% uplift in sales.
2014-Current Consultant, The Consultancy Company
2013-2014 Board Advisor, Gordon Games
1999-2014 Supply Chain and IT Management, Telefonica (O2)
1997-1999 Senior Consultant, Unisys
1987-1997 IT Management, Bradford and Bingley Building Society
MBA (with Distinction) Bradford School of Management
Certified Myers-Briggs Indicator Practitioner
Fellow of the Chartered Institute of Logistics and Transport (FCILT)
Ian is an established leader, manager and consultant across the private, public and not-for-profit sectors. He blends experience and energy to help organisations achieve improved performance through strategy development and process change. He has strong leadership and management skills and can lead a team or work independently.
He works with clients by increasing understanding of their environment, supporting the development of strategy and helping to achieve clarity around objectives. He is an accomplished facilitator and has delivered 1:1 coaching and mentoring support. He has also delivered successful change and project management assignments. Click here for LinkedIn profile.
Career Development Institute: Project managed the creation of and acted as Interim General Manager to a new start-up.
Independent Association of Prep Schools: Facilitated a strategy review process that confirmed the broad strategy but emphasised need for better articulation and identified some emerging, significant issues.
InHealth / Netcare: Successfully managed major bids for DH contracts involving bid strategy and maintaining multinational relationships.
NHS Tower Hamlets / London Borough of Tower Hamlets: Delivered work to further the integration of commissioning for Adult Services.
Severn Trent Water: Managed the timely submission of critical regulatory submissions and delivered the development and implementation of new processes across this £1bn company.
Warwickshire Police: Provided facilitation support and external scrutiny to an internal team developing a new strategy for the force.
2004–Current Senior Consultant, The Consultancy Company
2000–2003 CEO, Institute of Management Consultancy
1994–1999 Deputy General Secretary, ACPO
1992–1994 Risk analysis lead, Anti-Fraud Unit, Intervention Board
1989–1992 Pay policy lead, Personnel Division, MAFF
1983–1989 Subsidy team leader, MAFF / Intervention Board
MA (Oxon.) Modern History
Certified Management Consultant / Member, Institute of Consulting
Pat originally worked in hotels and conference centres around Oxfordshire ensuring customer requirements were clear and implemented which needed great attention to detail and great customer service. Working with the public helped to develop her communication and interpersonal skills. She then joined a family-owned Coach-Mentoring organisation, where she worked as Administrator / Events Manager for 12 years supporting the team with all the administration and assistance required for a diverse range of clients.
Pat joined The Consultancy Company to realign her work/ life balance on a part time basis. Her experience of attention to detail, great customer service and general admin support to the whole team is helping the organisation to run smoothly and to allow our consultants to focus on delivering great solutions to our clients.
As a farmer's daughter, time away from the office is usually spent outdoors and she particularly enjoys any gathering which involves good company and good food.
Richard has over 30 years of facilitating strategic change in housing and social care where uncertainty is often the norm, his skills in problem solving in a resourceful manner and his energetic style of developing ownership ensure that clients achieve sustainable results.
A determined advocate of finding new and better ways of working, Richard does so through a commitment and dedication to working inclusively with people. A total focus on customer choice and an engaging 'can do' attitude has resulted in a successful track record of enabling cultural, organisational and structural change for Local Authorities and Registered Social Landlords. Click here for LinkedIn profile.
District Council: Strategic and service reviews, leading to significant improvements to the quality of their homelessness processes and outcomes. IT replacement sourcing and project management.
Housing Association: Design and implementation of pre inspection support. Prepared and implemented a recovery plan to remove it from Housing Corporation supervision.
Borough Council: Creation and facilitation of culture change programme for council and key stakeholders. Review of tenders for funded projects for the homeless.
London Boroughs: Tri Borough procurement savings in social care, transport and housing.
2001-Current Senior Consultant, The Consultancy Company
2000-2001 Independent Consultant
1999-2000 Housing Services Director, Somerset CHT
1996-1999 Head of Housing Management, Bath & North East Somerset
1990-1996 Housing Manager-AD Estate Management, Bath City Council
1985-1990 Housing Manager, Ellesmere Port & Neston BC
1980-1985 Housing Officer, Ellesmere Port & Neston BC
1970-1990 Posts in local authorities: Liverpool, Hounslow Housing management and Advisory teams
Member of the Chartered Institute of Housing CICHM
Chartered Institute of Housing Professional Qualification
Chartered Institute of Housing APEX Mentor
Tessa is a self-motivated, proactive leader with a relentless drive to improve and innovate. She has considerable experience in 3PL’s ultimately responsible for running a multi-client warehouses including pre-sales, returns and repair facilities.
She is a qualified accountant and has a strong financial track record including: business case creation, cost reduction and income enhancement, long-term forecasting and scenario planning, changing pricing mechanisms to enhance profitability, implementing and streamlining financial processes. Her cascade coach approach has delivered exceptional results, winning accolades for both customer and employee engagement. She is very comfortable implementing change and relishes taking challenging environments, simplifying the objectives and delivering outstanding results. Click here for LinkedIn profile.
Leading global technology brand: Led account through period of phenomenal growth (>1000%) as well as taking on new products, new geographies and new services. Simultaneously improve all KPIs and were deemed the best global warehouse for this well-known technology brand.
Cost Challenge: Led a Transformation Programme to reduce an £11m gap between income and cost of reverse logistics. Identified and realised £5m of savings with the incumbent then instigated a change of outsourced supplier to meet the full target.
Strategy: Led a programme of work engaging key stakeholders, identifying strategic direction; aligning all objectives to strategy; and using a coach approach to support the headmaster on his path to outstanding.
Major Projects: Led a number of successful major projects including: changing WMS, starting up new business streams, relocating warehouses, team restructuring, taking on business from abroad, cost down programmes, Kaizen events, and stock rationalisation.
2018-Current Consultant, The Consultancy Company
2014-2017 Management Consultant, MGH at Vodafone UK
2008-2013 Account Director/General Manager, Unipart Technology Logistics
1995-2008 Various roles at Unipart Group inc: General Manager & Account Director
2001-2007 3 separate ‘Heads of’ roles of: Commercial, Planning and Finance UGC (Hutchinson contract)
M.A. Coaching & Mentoring, Oxford Brookes CiMA/CGMA Chartered Institute of Management Accountancy
Coaching and Mentoring Level 5, Institute of Leadership and Management
B.Sc.(Hons) Psychology, University of Southampton
Six Sigma Green Belt
A highly experienced senior Supply Chain Operational expert with proven practical business transformation experience in many industry verticals and geographies. He has also been at the leading edge of implementing Supply Chain Information Technology and Business to Business networks. Phil is very results driven, understands how to achieve change in complex organisation and ensures customer focus throughout. Phil is one of the leading exponents of business process automation through supply chain information technology and B2B integration. He lectures at number of leading Universities and has spoken at a number of conferences internationally. Click here for LinkedIn profile.
National Semiconductor: Created and led the project reducing cycle times in the downstream Supply Chain from 22 weeks to 9 days, managing a cross functional team of operations, finance and legal.
Fairchild Semiconductor: Merged $93m European supply chain operation with that of National Semiconductor within 6 weeks of takeover being announced.
Analog Devices: Instigated Lean processes to completely transform the logistics operation increasing on time delivery from 78% to 98%.
Motorola: Undertook a review of customs duty worldwide and then implemented changes saving £3m per year. A separate project improved forecast accuracy, increasing inventory turns from 4 to 12.
Elemica: Lead the introduction of Oracle TMS Saas worldwide as an additional revenue stream.
Oracle/Glog: Responsible for the delivery of 30+ successful implementations of OTM including Tesco, K & N, General Motors.
2014 -current Consultant, The Consultancy Company
2007-2014 Managing Director, International Business Logistics.
1999-2007 VP International Operations, Glog (later Oracle)
1996-1999 Global Supply Chain Director, Motorola Cellular
1993-1996 Managing Director, International Business Logistics
1984–1993 European Logistics Director, National Semiconductor
1976-1984 Air Export Manager, Kendall Globe Ltd ( K & N)
1971-1976 Royal Air Force Officer (Pilot)
Master of Science Supply Chain Management Cranfield University
Fellow of the Chartered Institute of Logistics and Transport
Harvey is an experienced improvement leader with a consistent track record of leading change and process improvement ‘on the job’. He is an accomplished project leader, facilitator and coach, skilled at engaging the skills and experience of multi-functional teams at all levels to work in a fully-integrated and collaborative way to produce outstanding products and services.
He has applied his extensive experience of lean approaches to develop and lead programmes to improve customer focus and business performance for clients in a range of private and public sector organisations. His incisive mind is extremely adept at distilling complex issues into simple processes able deliver exceptional results. Click here for LinkedIn profile.
Producer of Nutrition products: Restructured Supply Chain organisation and processes. Linking previously disparate Sales and Operations processes led to enhanced customer service, increased factory efficiency, ability to maximise opportunities in purchasing raw materials and significant bottom-line profit increase.
NHS Primary Care Project: Developed Logistics strategy for a major strategic project involving acute trusts, PCTs, community hospitals and GPs. Integration of existing transport solutions offered the possibility of increased service level and over 40% cost reduction compared to establishing a dedicated transport solution.
Automotive Tyre Distributor: Modelled complex solution to restructure distribution of tyres direct from European factories to UK customers. Optimised to provide best balance between service level and efficiency, reducing costs for both parties.
Aerospace component supplier: Developed New Product Introduction to improve on-time launch and cost target achievement, defining business process, gateway definition and management.
2004-Current Consultant, The Consultancy Company
2002-2004 Production Strategy Manager, BMW (UK), Manufacturing Ltd
2000-2002 Corporate Co-ordination Manager, BMW AG, Munich
1977-2000 Various positions in Rover Group
M.A. Total Quality Leadership, Liverpool John Moores University (with Rover Group)
Master of Engineering, University of Durham
B.Sc.(Hons) Engineering Science (2:1), University of Durham
Chartered Engineer, Member of the Institution of Mechanical Engineers
Certified Management Consultant, Member of the Institute of Consulting
Murray is a Procurement & Supply Chain leader whose experience in organisational change and transformation has created value and achieved cost savings to a diverse range of businesses and sectors from both PLCs to SMEs. He has a strong background in delivering performance improvement, creating and implementing strategy, global sourcing and global supply chains. He has extensive experience of leading make/buy strategy and the execution and leadership of outsourcing programmes. Murray strongly believes that client collaboration and a clear understanding of their needs added to a practical and pragmatic approach will meet the client’s business requirements. He is an accomplished project leader, mentor, coach and an accredited CIPS trainer. Click here for LinkedIn profile.
Strategic Procurement: Implemented a category management approach, including sourcing strategies, and sustainable cost reductions across both direct and indirect spend. Most recent resulted in bottom line savings of 11% savings in first year on direct spend and 23% on Indirect spend.
Supply Chain Management: Improved factory output in Russia. OTIF to the customer improved from 0% to 60% within the first 7 months, this was achieved through a strip down and rebuild of the supply chain and business systems, in a FTSE 250 company.
Supplier Base Management: Developed/implemented a structured approach to supplier selection, performance management and supplier development. Resulted in 20% increase in OTIF and reduction of First Time Failure to less than 0.1%.
Negotiation: Lead for setting up a number of complex large outsourced manufacturing contracts with third party providers located in the Far East and W Europe, including full contract management.
Make/Buy and Outsourcing: Strategic decision-making. Identifying opportunities, and leading a programme of outsourcing. Transferred operations of including both products and services to third party providers based in LCC territories. Variable cost savings of over 15% were achieved plus a significant reduction in fixed costs.
Organisational Change and Transformation: Led companywide cultural development and change management programme. Rapidly increased employee skills in empowering change and applying a lean approach. Resulted in a significant increase of employee led improvement projects creating considerable cost savings and elimination of waste.
2017-Current Management Consultant, The Consultancy Company
2009-2017 Procurement & Supply Chain Director, Paragon Electronics Group
2006-2009 Head of Global Procurement, De La Rue
2002-2006 Supply Chain Director, Pall Corporation
1997-2002 General Manager Procurement and Process Development, Siemens Industrial Turbomachinery Ltd
1988-1997 Purchase & Supply Chain Manager, Lucas Varity
MSc in Procurement
MCIPS (Chartered Institute of Purchase and Supply)
Frances spent her earlier years with a major bank where she rose through the ranks to become a senior PA for regional directors. Having decided that she wanted to gain broader commercial experience she joined the practice to establish a core support function that provided the interface between professional consultants and the practices clients.
During her time as Support Services Manager she computerised the company’s accounts and has taken prime responsibility for cash collection; achieved certification for the practice in ISO9000 within 7 months and maintained it for the last 14 years; achieved certification in Investors in People and maintained it (with commendations) for the last 10 years.
Her commitment to supporting the team and our clients whilst maintaining high standards of accuracy and service provides outstanding back up to the management team.
David is a good strategic thinker, policy developer, project manager and implementer with a track record of managing complex, high level projects in multi-agency and multi-professional environments. He works well to tight deadlines and is results focussed. He has a thorough understanding of policy and practice affecting the NHS, local government and the independent health and social care sector. Click here for LinkedIn profile.
Clinical Commissioning Group: Programme Director role to establish and commission services for the biggest health and wellbeing centre in East London, situated on the Olympic Park.
NHS Foundation Trust: Piloted the introduction of electronic patient records in two mental health in-patient locations, working with Trust managers and specialist IT staff.
Local Authorities/Primary Care Trusts: Led programmes to develop integrated community health and social care services in an inner London Authority and a Shire County.
Welsh Local Authority: led a multi-disciplinary team to manage a large procurement of residential care for older people, involving proposals to close existing facilities and replace with more modern care homes provided by an independent provider.
2006-Current Principal Consultant, The Consultancy Company
1991-Current Management Consultant and Director, Pro Tem Consulting Ltd
1989-1991 Project Manager (Housing Trust Development), Kent County Council, Social Services Department
1987-1989 Senior Operational Manager, Kent County Council, Social Services Department
1980-1987 Team Manager, Kent County Council, Social Services Department
1978-1980 Social Worker/Senior Practitioner, Bolton Metropolitan Borough, Social Services Department
1975-1976 Trainee Social Worker, Bolton Metropolitan Borough, Social Services Department
Postgraduate Diploma in Social Services Management and Supervision, University of Sussex
MA (Social Work), University of Wales
Certificate of Qualification in Social Work, University of Wales
Postgraduate Diploma in Social Administration, University of Manchester
BSc Social Studies (Jt Honours: Psychology and Applied Statistics), University of Salford
Shahissta helps organisations create and implement revenue acceleration strategies that deliver operational efficiencies and enable marketing and sales alignment to drive new business. A result oriented, innovative and entrepreneurial leader, Shahissta specialises in helping organisations resolve business challenges, driving transformation and growth. Her extensive experience of helping start-ups equips Shahissta with a unique perspective in supporting organisations to enter new markets, product development, operation and team improvement. A natural team player with an open and relaxed approach Shahissta builds excellent relationships at senior management and cross functional teams. Click here for LinkedIn profile.
Product, Brand and Market Development: Devised and managed the strategy delivering key opportunities across Health, Leisure and Automotive for an engineering client developing an innovative thermo-plastic. Key win, a luxury automotive manufacturer, 140 units - revenue value of £14million. Initiated discussions with investors for R&D funding.
Market Analysis and Development: Created and managed the strategy to promote General Data Protection, GDPR and Cyber Security Services. Achieved 8% opportunity conversion, targeting board members across a sample size of 100 FTSE 250 organisations within Finance, Airlines, Telecoms, Leisure and Energy. Rebranded GDPR as a commercial value add proposition.
Regional Growth: Returned UK region for Microfocus (Netmanage) to profitability. Aligned cross functional teams and accelerated sales growth through targeted product awareness and client retention strategies, increasing growth by 55%. Key wins Citigroup, Barclays, Vodafone and GSK. Received Outstanding Achievement award.
Operational Efficiency: Developed a self-service model and moved 50% of the sales activity online, significantly reduced sales operational costs and delivered a 100% customer retention for a mobile app vendor.
Market Entry: Created and managed market a penetration strategy and delivered key wins Last Minute.com and Thomas Cook in six months for USA based SEO vendor.
2017-Current Consultant, The Consultancy Company
2008-2017 Marketing Consultant
2007-2008 Country Manager, UK, Corizon Ltd
2006-2007 Country Manager, UK Microfocus
2001-2006 Marketing Director, Bluespace Ltd
2000-2001 Sales Manager, UK, eForce Inc
1999-2000 Industry Manager, Kewill Systems Ltd
1997-1999 Sales Manager, UK & Benelux, IBM
1990-1997 Territory Manager, Germany, Tarantella
CIM Certificate: Marketing; Sales Negotiation
Marketing Management, BA, Leeds Metropolitan University
Mark is a pragmatic strategist with extensive experience in marketing, technical and financial disciplines. Experienced at developing and implementing solutions for complex, strategic business issues, such as unbiased business portfolio reviews and rationalisation, and developing growth strategies for stalled businesses. Builds excellent relationships with customers and businesses globally and an effective communicator and influencer at all levels and with any size of audience. Mark has experience of civil aerospace, defence aerospace, and civil nuclear industries. Click here for LinkedIn profile.
Business Integration: Integrated 5 separate inspection, data analytic and supply chain management businesses through the creation of a unifying strategy and vision. Produced a situational analysis for the integrated business, created objectives for the strategy to deliver, and established and implemented programmes of work against those objectives, achieving a 300% revenue growth within 5 years.
Marketing Segmentation: Built a customer segmentation model from first principles for a £4.3bn division of a large multinational, allowing a better understanding and targeting of the customer base. Created different marketing messages and aftermarket propositions for each segment. Trained and supported a global Sales team in the use of segmentation to better know and target customers, resulting in a 10-15% improvement in margins.
New products Introduction: Launched 4 branded aftermarket service products to maximise profitability. Each tailored to offer clients choice as their requirements change across the product lifecycle. Grew aftermarket penetration by 15% and margin by 10%.
Service quality and process improvement: Turned around a disjointed and ambiguous sales and delivery supply chain for aftermarket service offerings by deploying a service quality model to close gaps in understanding, processes and management expectations. Reduced cost of service delivery by 20% whilst improving customer response times by 20%, and removed internal barriers and increased communication thus solving long standing internal trust issues.
2017-Current Consultant, The Consultancy Company
2015-2016 Business Development Executive, Civil Nuclear, Rolls-Royce plc
2003-2015 Head of Marketing, Civil Aerospace, Rolls-Royce plc
1999-2003 Strategy Executive, Procurement, Rolls-Royce plc
1997-1999 Commercial Manager, Aftermarket, Rolls-Royce plc
BEng (Hons) in Aeronautical Engineering
Gareth has extensive international senior management and commercial experience with a particular focus on Customer Experience, brand and marketing management, sales & marketing operations, business development, service management and linking service provision with the supply chain. An entrepreneurial and results driven business leader, he combines a commitment to customer needs with a very open, collaborative and personable approach. A natural team player, Gareth thrives on helping teams achieve their objectives and fulfil their potential. He also speaks French, German, Russian and Dutch. Click here for LinkedIn profile.
Business turnaround: Led product and service development programmes at Group level and engaged country managers to deploy clear sales & marketing best practice, with significant improvements in vehicle sales, marketing and service operations performance. This resulted in 30% growth in annual sales volumes to a record 104K units, revenues of €1.75bn and accompanying record contribution margin and market share over the course of 3 years.
Brand Management: Recruited, trained and led a new brand team in a major European country market. By year 3 of the project, delivered the best brand strength results in over 10 years (best in market brand awareness, consideration and purchase intent), having reversed the market share loss of several years to return the brand to growth with market share of 14%. Awarded the corporation’s Chairman’s Honours award for outstanding achievement.
Service Management: Initiated and executed service improvement programmes based on rigorous customer needs research and analysis delivering sustainable competitive advantage in consumer and B2B markets.
Programme Management: Initiated, developed and implemented a comprehensive sales, service and marketing development programme for each of a major industrial manufacturing corporation’s seven product divisions with combined revenues of £3bn. Successfully engaged divisional leadership and management with the programme through continuous involvement, support, guidance and education through all phases of the programme from initiation to implementation.
2017-Current Consultant, The Consultancy Company
2012-2017 Managing Director, Alexeeva & Jones
2009-2012 Director Global Business Development, PSA Peugeot-Citroen Light Commercial Vehicles
2007-2009 VP Sales, Marketing & Service Development, , GAZ Group
2000-2007 European Marketing Director, Head of Mid European Region Light Commercial Vehicles, Head of Internet Development, GM Europe
1998-2000 Marketing & Distribution Director, GM Netherlands
1996-1997 Brand Manager, Vauxhall Motors
1992-1995 Marketing Director, Eurocamp Plc
1987-1992 UK Marketing Manager, European Marketing Manager, Weight Watchers International
MA in Marketing, Bristol Business School
Diploma of the Chartered Institute of Marketing
Postgraduate Diploma in Marketing, Bristol Polytechnic
BA Modern European Studies (Economics, German, French), Loughborough University MCIM
Richard is highly experienced global business Leader, with a proven track record of 8 successful turnarounds. Manufacturing improvements include restructuring, transformations, lean/continuous improvement, right sizing, relocating, onshoring and offshoring. He has grown sales/market share organically and by expanding brands into new markets and categories. He has instigated profitable collaborative agreements and has managed successful acquisitions and divestments. Highly flexible and creative, inspirational team leader, Richard sets clear strategic vision, goals, empowers, supports and drives execution to achieve results. Click here for LinkedIn profile.
Business Transformation: Transformed and turned around a leading bathroom product manufacturer. This involved changing the culture from engineering led to customer focussed/ sales and Marketing led. Entered new sectors DIY and Top end Retail and driving major NPD and design changes. Turnover grown from c £76m to £112m and business sold for £301M which was £51m above city expectations.
Business Restructuring: Restructured a business into 3 major regions, North, South and Central / Eastern Europe inc Russia. Stopped the business competing against itself and created one European Executive team. Created and communicated clarity on direction and set up focussed category management teams. Substantially reduced stock levels while simultaneously improving customer service. Major sales growth achieved c +30% and Profits up 50%.
Customer Focus: Taps and water controls business had lost focus on their core customers. Restructured into 3 separate business units although consolidated distribution and standardised into a next day delivery service, some products had been on a 2 week lead time. Improved COTD from c 65% to 98% saving £1m in duplicated costs. Overall moved from £3m loss to £3.5m profit.
Brand Expansion and Development: Took a profitable but steady global food brand and researched the key customer reason for buying the product. Created aligned products, undertook market testing and then launched them growing the brand 40% and further expanded the brand into frozen food.
2018-Current Consultant, The Consultancy Company
2014-2017 Group Managing Director, Colson Castors
2011-2013 Consultant, lean-u
2008-2010 CEO, Bristan Group
1999-2006 President/CEO, Kohler Kitchen and Bathrooms
1999-2006 Managing Director, Mira Showers and Executive member Caradon Plumbing
1989-1999 Managing Director, Jeye's Group PLC
1983-1989 Various Sales Marketing roles Mars Group
MBA Hon’s Degree ASTON University
Corporate and Business Development INSEAD France
His experience has been gained with leading brand names in the FMCG and ‘B2B’ sectors and he has been responsible for the development and delivery of new strategies. He is an accomplished change manager and, with an open and participative style, he is comfortable communicating and managing at all levels.
Having developed and operated both large single-site and multi-site distribution networks, Ormond has an extensive knowledge and experience of complex warehouse and transport operations, their systems and their processes.
Importantly, he also has a deep appreciation and understanding of wider supply chain issues and broader business needs. Click here for LinkedIn profile.
Major carpet manufacturer: Reviewed transport operations in light of changing distribution profile identifying savings in the order of 18% whilst improving customer service.
Major white goods manufacturer: Strategic review of UK warehousing and distribution operations leading to the opening of an additional UK warehouse facility and re-engineered third-party transport solution.
Consumer electronics brand leader: Managed a third party logistics tender process for outsourced warehousing and distribution.
Manufacturer of electrical accessories: Reviewed central distribution warehouse identifying improvements in layout, systems and processes in order to enhance customer service and improve efficiency.
Manufacturer of drainage products: Strategic modelling and re-engineering of warehouse and transport operations following a major acquisition and subsequent changes in manufacturing infrastructure.
Major third party logistics company: Reviewed warehouse operation to identify improvements in layout, mix & type of storage solutions, and processes in order to improve warehouse cube utilisation and throughput.
Manufacturer of chemical products: Reviewed and made recommendations on changes in warehouse layout and processes following the centralisation of distribution activities.
2003-Current Consultant, The Consultancy Company
2001-2003 Director, Client Supply Chain Solutions, Ryder Plc
1999-2001 General Manager, Consumer Products Div, Ryder Plc
1997-1999 General Manager, Wedgwood Contract, Ryder Plc
1993-1997 Logistics & Distribution Director, Graham Builders Merchants
Colin Brookman offers top class business skills gained from over 30 years working at senior levels in the IT industry. He has particular skills in strategy development and implementation and in the design and delivery of significant change programmes. As a Consultant Colin focuses his activities on the development of business-based strategies for organisations in the Public and Third Sectors; in particular Local Authorities and Housing. Click here for LinkedIn profile.
Housing Society. Information Systems Strategy development; Requirements development for a replacement Housing Management System and management of tender process to select a supplier; project assurance for implementation of new system.
Global Conservation Charity. Procurement Review to identify opportunities for cost savings; development of procurement policies and procedures addressing client’s sustainability requirements; management of tenders to achieve consistency and value for money procurement in key spend categories.
Local Authority. Analysis of procurement spend to identify nature and scope of supplier base; in particular to identify LEGI and third sector development opportunities.
Local Authority. Development of a strategic commissioning toolkit consisting of an overall process, review gates, checklists and documentation requirements.
Local Authority. Management of a procurement process to select a supplier for the outsourcing of older people’s residential care services including the construction and implementation of new premise.
City PCT: A Strategic Health and Well-being Needs Assessment for Children with Learning Disabilities and Difficulties within the PCTs area of responsibility.
2005-Current Consultant, The Consultancy Company
1996-2005 Operations Director, Electronic Data Systems Ltd
1993-1996 Account Leader Electronic Data Systems Ltd
1974-1993 Various Functional, Project Management & Technical roles in IT Service Delivery and Studies
BSc (Hons) Maths and Statistics, Reading University, 1974 Certified Management Consultant
Member of the Institute of Consulting
Chris is a results-driven and professional Senior Executive with extensive experience in General and Financial Management. He excels at creating a vision and translating it into an achievable plan that teams can understand and follow to deliver improved profitability. He has a track record of successful growth strategies, acquisition integrations, performance improvement, and business transformation in IT, HR and supply chain. Chris is a strong leader who is able to assess complex situations very quickly, in order to develop and execute the improvement route. Please click here for LinkedIn profile.
Strategy and Growth: Drove and developed the Brammer group strategic planning process and ran it for 7 years, setting annual performance and reward targets for all management executive members including country managing directors. Sales grew by 76% and profits by 114%
Turnaround Management: Reversed the decline of a £280m business. Restructured the Senior Management team and improved the Sales and Key Accounts teams. Instigated an employee engagement programme to boost morale and improved customer service issues. Created the detailed plan for future growth.
Acquisition Integration: Led the research, selection, acquisition and integration process for over 30 businesses in Europe. They collectively contributed c40% of Bramber’s turnover. Provided post acquisition support, coaching and guidance for the acquired businesses to enable full integration and realise their full potential.
Price Optimisation: Instigated a pan European price optimisation program. Created a central pricing team to trial and then roll out revised pricing across Europe which successfully improved optimisable margins by up to 10%.
IT: Devised and created a Polish software company which developed the industry leading online digital platform including: systems integration, MDM, process optimisation and a pan European e-shop. Reduced annual IT operating costs by over £2m.
2018-Current Consultant, The Consultancy Company
2016 Managing Director, Brammer UK Ltd
2009-2016 Corporate Development Director, Brammer plc
2002-2009 Acquisition Director, Company Secretary, Group Financial Controller, Brammer plc
1999-2002 Commercial Director, Asset Management Director, Managing Director, GPU Telecoms (Midlands Electricity)
1995-2002 Corporate Controller, Siebe plc
1982-1995 Senior Manager, KPMG
BA Mathematics Oxford University
Health and Safety NEBOSH (Distinction)
Glynda’s background is in legal services where she provided support for a number of Legal practices in London and the provinces. Following a childcare break her focus switched to social care and hospitals. Glynda’s care, attention to detail and organisational abilities are ideal in her role as our company secretary.
David is passionate about implementing major change programmes involving process, technology and organisational redesign in multi-site national and global corporations to improve customer service and substantially reduce costs. He has a proven track record of assessing the situation, developing strategies and implementing them across EMEA, Asia, North America and Latin America.
He has applied his expertise in assignments covering S&OP, customer supply chain, procurement, managing outsourced logistics with 3PL and 4PL partners and deploying Lean Methodology within Shared Service Centres. Click here for LinkedIn profile.
SC Johnson: Developed the practical detail and implemented a new European distribution network strategy, consolidating country DC’s into 3PL managed regional hubs delivering savings of over $20M.
SC Johnson: Identified and implemented a Lean excellence methodology to develop global Shared Service Centre teams to improve inventory transaction flows between SAP and 3PL’s.
Allied Bakeries: Implemented weekly S&OP process between Sales, Central Planning and Manufacturing to improve forecast accuracy and manage demand peaks regarding retailers promotional activity.
Allied Bakeries: Instigated and implemented an in-vehicle telematics system (fleet of 950 vehicles) to provide real time vehicle tracking enabling enhanced customer service and improved route efficiencies saving £1.6M pa.
Diageo: Improved the Global Trade Strategy process to be realistic and achievable enabling targeted Marketing campaigns. Facilitated implementation in Korea, South Africa, Nigeria, Taiwan and Greece.
2015-Current Consultant, The Consultancy Company
2014-2015 Global Logistics COE, SC Johnson
2007-2013 European Logistics Director, SC Johnson
2003-2007 Director of Supply Chain, Allied Bakeries
2000-2003 Supply Chain Director, Diageo plc
1998-2000 Supply Chain Development Director, Diageo plc
1995-1998 Product Supply Director, United Distillers plc
1987-1989 Materials Manager, Philips Electronics
Member of the Institution of Mechanical Engineers
Member of the Institute of Operations Management
Fellowship in Manufacturing Management, Cranfield University
MA (Hons) Engineering Cambridge University
Vikki helps organisations find their story and align it across channels and stakeholders, so they speak with one voice and grow. At the heart of her work is a consistently told narrative which enhances reputational and cultural alignment, improving sales, influence and value for clients. Vikki is expert at mitigating the risk of reputational damage having diverted several crisis situations from impacting shareholder value or reputation. She has a track record of success, leading campaigns that cross departmental boundaries.
A classically trained marketer, her experience comes from senior roles and with clients in sectors as diverse as retail, oil, automotive, education, logistics, financial services and travel within the UK and across international markets. Click here for LinkedIn profile.
Strategic Storytelling: Author of narrative for Argos’ Transformation, shifting perception from catalogue to digital retail leader and attracting Sainsbury’s to buy the business. Coached and media trained leaders up to MD level in Argos and Homebase to connect strategy to audience via narrative.
Crisis Management: Mitigated several crises, involving cyber security threats, product safety, legal challenges, and including personal injury and death, by managing communications and guiding businesses strategically and tactically in their response.
Reputation Building: Measureable success in creating and implementing strategies to grow advocacy and reputation.
Integrated Communications: Led marketing campaigns which helped re-position and grow the Vauxhall Corsa brand. Built newsworthy campaigns with partners including eBay, Macmillan, Barnardos, dot.everyone and ukActive across departments including IT.
Chelsea Flower Show: Initiated strategic plans over 5 consecutive years for Homebase. Generated >£1m of coverage and helped increased sales of the product range to over £3m.
Argos: Launched Fast Track same day delivery campaign, moving consumer awareness from 22% to 33%; managed events including Christmas in July 2016 which trended on Twitter ahead of Theresa May on the day she became PM.
Project Management: Global segmentation lead in the market integration project for BP following the purchase of Castrol. Led the re-branding project for Beyond Petroleum within lubricants and the re-launch of BP Visco internally and externally across 15 European markets following the de-merger from Mobil Oil.
2018-Current Consultant, The Consultancy Company
2017-Current Governor, The Buckingham School
2017-2018 Director of Storytelling, Vibrato Consulting
2017-2017 Interim Head of Communications, XPO Logistics
2006-2016 Head of Communications, Home Retail Group
2000-2005 Brand Lead; Special Projects (various), BP Castrol
1998-2000 European Brand Manager, Mobil Oil
1991-1997 Brand Communications Manager, Corporate Sales Manager, Vauxhall Motors
Home Retail Group. Leading with Values [programme]
MA Marketing & European Law, Middlesex University Business School
Postgraduate Diploma in Marketing, CIM
University of Leeds BA (Hons) Human Geography (2:1)
Mark is an experienced operations management leader, passionate about lean manufacturing, inventory and supply chain optimisation, result-driven with hands-on knowledge to develop and implement solutions that delivered effectiveness, reduce costs and improved profitability. His special skill is in blending processes and systems to work for the organisation to enhance their capabilities, improve collaboration and business performance while ensuring a consistently motivated team.
Mark enjoys rolling his sleeves up and doing what is it takes to get things done in a calm but progressive way. He is experienced in turnaround and start-ups. Click here for LinkedIn profile.
Business turnaround: Led strategy, restructured and implemented processes. Improving operations and turned from loss to profit.
Production Improvement: Designed programme and coached lean implementation. Improving throughput time from 38 to 21 days, reduced inventory by 20% and warehouse space by 50%.
IT/IS Development: Led IT/IS development to support the business processes ERP/MRP. Ensuring an effective manufacturing system, reduced WIP and improved material availability.
Supply Chain Integration: Designed a seamless closed loop electronic Kanban pull base system and supply chain scheduling solution with supplier that is driven by actual demand and reduced stock-out.
Order Delivery Process: Implemented JIT, daily capacity management system. Improving on delivery from 65% to 95%.
Strategy Development: Developed the Model Factory Concept to enable the company to set-up partner manufacturing operations in days and create flexibility for quick ramp-up/ramp-down in demand.
2014–2016 Sales Managing, HRK Jewellery, UK
2014–2014 Senior Managing, Wipro Consulting Services, UK
2011–2013 General Manager, ABB Engineering (Shanghai), China
2009–2011 Operations Development Manager, The Switch, Finland
2008–2009 Information System Manager/LBU, ABB, Finland
2005–2008 Operations Manager, ABB DA, China
2002–2005 Business Consultant (Corporate), ABB Oy, Finland
1994–2002 Industrial Engineer, Operations Development Engineer, ABB Oy, Finland
MSc in Economics and Business Administration, University of Vaasa
BSc in Electrical and Electronic Engineering, Vaasa Institute of Technology
Languages - fluent Finnish, basic Russian.