•
General
Manager - for a Printed Circuit Board Manufacturer. Upon
the acquisition of this £40m turnover facility,
the management team were not part of the deal and the
facility was underperforming. They required an Intermediate
Management General Manager who not only had knowledge
of the sector, but also of a project of this type. Within
the timescale, sales were exceeding plan, and the quality
issues were dealt with. Motivation returned and a replacement
GM appointed. The interim then spent three further months
within HO on an SAP implementation project
•
Head
of HR - for a programme of modernisation at a FTSE100
company
•
Group
Personnel Director - at a major construction business.
Responsible for developing and introducing a business-led
HR strategy and introducing new Terms & Conditions
of Employment
•
Director
of Business Planning and Change Management - responsible
for production of budgets, operating results and forecasts
to the Board
•
Customer
Relationship Manager – for a professional Institute
which needed to upgrade its relationships with clients
following loss of revenue with a key client. We assigned
a highly experienced and professional CRM who brought
internal vested interests together while ensuring communications
between internal and external clients were exploited to
the full. She was on assignment for a year, following
which the client retained her for a further year on contract
•
Project
Manager - re-organising corporate procurement processes
and systems for a PPP.
•
Project
Director - at a major construction business. Identification,
tendering, and project management of railway infrastructure
construction projects and PFI tender preparation.
•
Director
of Procurement Assignment - at Train Operating Company
•
Commercial
Director - Train Operating Company, created and implemented
a Marketing Strategy.
•
Operations/Programme
Director For an Electronics Company. The role was to relocate
a manufacturing operation from the UK to the USA
•
IT
Director - IT function of a leading Security Company was
technical, not business-led and had disconnected from
the business needs. The role was to take over as IT Director,
review and reorganise the function and reconnect with
the business
•
Client
Insight Director - responsible for developing, promoting
and sustaining strategies and tactics to engage the Client’s
4.5 million clients based on understanding their needs
and behaviour
•
HR
Manager - handle the re-structuring of the global research
labs of a multinational computer company
•
Head
of Performance Management - at a multinational IT Outsourcing
and Telecommunications Company with 6,500 UK employees,
created a new company-wide employee performance management
system
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