Post-Merger Integration at Zenergi: Energy & Environmental Consultancy (2022-01 – 2023-02)
- Completed successful acquisition of competitor; led integration
- Extended role to integrate three other acquisitions into efficient platform for growth (including: management succession, branding, role alignment/ consolidation, systems consolidation, cross-selling)
- Created PMI 'Playbook' of structured guidance for future processes
Transformation Director (Western Europe) at Airport Services (Swissport) (2020-01 – 2021-05)
Partnered with new CEO to achieve successful turnaround (50% EBIT increase vs pre-pandemic, despite loss of 15% revenue). Designed and led Transformation programme (30 initiatives).
- Processes (flexible staffing; reduce billing leakage, KPIs, etc)
- Costs (rapid savings across 25 sites including property; headcount reduction; procurement, asset base efficiency; closing locations, etc)
- Growth (commercial; strategic capacity expansion; acquisition, etc)
- Tracked programme KPI's and created structured reporting pack
Post-Merger Integration; Interim Executive at Bionic: SME price comparison company/ Energy Broker (2019-01 – 2020-08)
- Integrated two acquisitions: Consolidated back-office saving £1m; Optimised technology roadmap (initiated urgent development); Implemented reporting dashboards
- Planned and quantified salesforce efficiency improvements
- Extended role to evaluate further acquisition opportunity
Consultant; Rehired as Head of Solutions Management at Tunstall (Telecare & Telehealth provider) (2012-01 – 2013-09)
Created systematic, scalable global growth platform, preparing for exit
- Identified growth opportunities by globalising products
- Created systematic product/solution pipelines, agreed globally
- Optimised project portfolio across multiple acquired R&D centres, aligning around global priorities and achieving rapid €2m cost saving
Growth Strategy & Finance. (Later rehired as advisor by new owner) at Affidea (Diagnostic Imaging Clinics) (2010-01 – 2012-09)
European Growth Strategy & Finance
- Modelled strategic growth options and financial/ value creation implications of acquisitions, creating strategy documents for board
- Supported successful $250m refinancing
- Prepared company for exit; managed DD in successful sale processes
Head of Product Management at Avery WeighTronix (Weighing systems) (2005-01 – 2006-05)
Transformation following merger and financial restructuring
- Created systematic new product pipeline, accelerating growth and focusing on most profitable opportunities (16% annual growth)
- Designed and implemented efficient standard Product Management, Sales & Marketing processes for merged (US/UK) team
Turnaround project for shareholder TPG at Gemalto (TPG) (2002-01 – 2002-11)
Turnaround (5x increase in value over one year)
- Achieved production cost savings
- Reported on ongoing performance for shareholder 2003-5
Business Development Director at Landis & Gyr Comms (TPG) (1999-01 – 2000-07)
Turnaround/ Transformation (EBITDA% doubled to 12%)
- PMO for cost reduction programme
- Exit planning: Launched growth business units, attracting acquirers
Independent Consulting and Interim Management at Independent Consulting (2009-01 – Present)
- Developed and initiated value-creation programme for privately-owned wealth adviser. Completed discovery phase, extended role to manage priority workstreams: Sales process, customer management, marketing spend, overheads
- Identified and quantified opportunities to enhance process efficiency, automate and streamline data processing (including use of AI) for advisory-led fintech firm
- Developed growth strategy for privately-owned hospitality business, aligning exec and board
- Health Clinic network: Quantified and prioritised growth options for PE portfolio company through competitive, regulatory and demographic market mapping, supporting successful sale
- Identified and implemented strategic investment opportunity in Consumer Goods: Prioritised markets and screened companies; completed successful due diligence on target
- Led team advising family office on keep vs sell decision for medical imaging company
- Synthesised disruptive healthcare trends to develop Medical Services strategy options
- Optimised IT transformation plan, prioritising business benefits ahead of IT-led approach
- Cancer Research UK: Interim Head of Research Strategy & Evaluation: managed team of 9, including clinical trial prioritisation, infrastructure investment, measuring impact of research
- PMO for PE portfolio company's integration of acquired business, completed ahead of plan. Deep dive in IT and HR where management challenges threatened outcome and timeline
- Completed strategic due diligence for private equity buyers
Principal at Oliver Wyman/ Mercer Management Consulting (1987-01 – 1998-12)
Strategy Consulting Firm. Working as generalist consultant across industry sectors, functions and countries. Clients include Lloyd's, Shell, UPM-Kymmene, Philips, GlaxoSmithKline. Projects based in UK, Finland, Indonesia, Spain, Norway, Sweden, Germany and Italy
Portfolio Director/ Operating Partner at Ibis Asset Management (2006-01 – 2009-12)
Private Equity division / Family Office. Portfolio of 18 companies in wine & spirits production, distribution, retail ($800m sales)
- Represented shareholder on boards of main companies; changed boards to improve control
- Implemented strategy, financial and KPI reporting across portfolio, increasing consistency and transparency, supporting brand premiumisation strategy
- Identified value-creation opportunities; hands-on management where valuable
- Advised on acquisition/ disposal opportunities, closing subsidiary (saving $2m loss)
Consultant at TPG Capital (2001-01 – 2004-12)
Supported Operations team as consultant, working with portfolio companies
- Completed due diligence projects (especially in retail) and pre-deal value creation plans, managing consultant teams
