Director at StraDigi Consult (2019-05 – Present)
Independent adviser to C-level and senior leadership teams on selected strategic and transformational change, capital investment, and organisational and operations design engagements.
Engagements have included: designing a uniform Strategy development approach for a diversified company
- Advising a Board on AI potential and digital strategy development
- Identifying regulatory issues and mitigating actions for a client investigating entry into digital banking
Executive Director of Strategy and Business Excellence (PCF-2), Chair of C-level Group Transformation Board at An Post (2007-04 – 2019-04)
Reporting to the Group CEO, member of the Group Executive Board, Central Bank of Ireland regulated role. An Post operates in a fully commercial market, receiving no State subsidy. Responsibilities included: Corporate Strategy, Group Transformation, Business Operations Excellence, and Innovation.
- Developed and implemented full data-driven transformational corporate and digital strategies across financial services, logistics, and government services business units returning the company to €8.4m profit (2017) and €37.6m profit (2018) on revenue of €596m, a strengthened balance sheet, and improved operations effectiveness
- Regularly liaised with board and key stakeholders to advance strategy development, implementation of strategic plan, and achievement of business benefits
- Established and chaired the C-level Transformation Board and Change Management Office to lead, critically assess, and ensure all key strategic, technology, operational, and infrastructural projects were implemented to the highest levels of governance, benefits delivery performance, and financial reporting. Annual savings exceeded €30m
- Business sponsor for digital and outsourcing projects. Leading member of capital-intensive and strategic project implementation boards including Head Office/ Support Office Redesign and Consolidation, Customer Relationship Management, Data Analytics, Compliance and Regulatory Strategy, Franchise Remuneration, Strategic Pricing, Sustainability, Risk Mitigation, Business Continuity, and OpEx reduction. Quality of Service, Universal Service Obligation Costing
- Developed and implemented a new 5-year rolling Strategic Planning System and Group Operating Plan which improved sponsor accountability, visibility of risks, operations performance, internal communication, and 3-5 year view of business opportunities
- Led negotiations with possible bid partners and consequent complex commercial and legal negotiations on various business development opportunities and joint ventures including winning the National Lottery Licence, valued at €405m
- Transition director leading the digitalisation and the An Post element of the transition to the new corporate entity, Premier Lotteries Ireland ("PLI"). Alternate Board Director of PLI
- Systemised an innovation culture, identified and led the development, pricing, and monetisation of new business and technology diversification opportunities including B2G digital licensing and payment systems, and digital messaging services
- Mentored and coached Departmental teams, fostering a culture of innovation, collaboration, and continuous learning. In a Willis Towers survey for An Post, my Directorate scored the highest of all An Post Directorates in terms of leadership provided, contribution to corporate objectives, effectiveness, integrity, and morale
Partner, Global Business Transformation Practice, PA Consulting Group, Dublin | Apr 2001 – Mar 2007
Global strategy, technology, and innovation consultancy with 3,300 consultants worldwide.
- P&L responsibility, day-to-day leadership, and growth of Irish practice. Led and managed multiple private and public sector corporate transformation projects (some expanding to joint consultant/client teams of 100+ personnel).
- Ran a multi-year PA-led Transformation Change Management Office for a major financial services provider to achieve greater return on technology investments, success in ERP rollouts, redesign and simplification of front and back office processes, greater customer centricity and retention, and culture change.
- Led and project managed the streamlining and automation of loan application process for a major Irish retail bank.
- Redesigned organisation and operational processes for a major European retail chain. Rapidly diagnosed structural inefficiencies and surplus overhead, delivering early cost reductions while implementing enhanced controls and governance standards. Ensured the organisation remained agile and strategically aligned with a broad range of future ownership scenarios.
- Advised UK Department of Transport through the successful strategy development, organisation design (including technology), and implementation of a new multi-billion pound, multi-agency network infrastructure organisation.
- Led the design and implementation plans of new organisation structures for industry regulators (financial and aviation) and central government departments.
Director, Head of Consulting (Northern Europe)
Fujitsu, Dublin and Stockholm | Jun 1999 – Mar 2001
- Developed and applied world-class transformation programme portfolio, business value management and governance frameworks for financial services and airlines in Ireland and Norway. This enabled clients more efficiently develop business cases, identify, prioritise, align, and deliver large capital-intensive business, data analytics, and technology projects.
Business value from technology-related investments improved by establishing new principles and policies regarding technology-related investments and by focusing on value throughout the investment life cycle. Client projects typically required 20% fewer resources, delivered greater unit cost and increased customer satisfaction.
- Led the senior leadership team of a major Swedish energy utility through a transformational strategy reset. Identified high-impact strategic initiatives and operational improvement opportunities. Established a comprehensive framework for asset portfolio optimisation, including identifying non-core disposals, and developed foundational business plans to drive future growth and diversification.
- Advised an Irish broadcaster on renegotiation of outsourced contracts which resulted in immediate annual savings of €10m (on expenditure of €120m).
- Led the development of IT and business continuity strategies for a stockbroking firm, an international airline, and a major State agency.
Director, Strategy Practice at KPMG (1997-04 – 1999-05)
- Developed a full corporate digital and transformation and strategy to successfully transition a leading national newspaper group from print publishing to become a multi-platform news organisation. This included Vision and Purpose formulation, identification of restructuring options, organisation design, identification and prioritisation of major capital investment programmes, implementation programme and monitoring to achieve required business benefits
- For a (different) newspaper group, developed strategy to win parent funding
- For a world leading software multinational, led an engagement to streamline and improve operations, review and improve outsourcing agreements, IT systems, Business Continuity Planning, and compliance of end-user fulfilment vendors. Identified key risks and mitigating actions
- Developed international growth strategies and new service offering roadmaps for a global software development company and for a leading European electronics manufacturer
- Designed a new Sales Department organisation structure and advertising pricing model for a major national broadcaster
Business Operations Manager UK & Ireland, Dell Computer Corporation
- Reporting into the CFO, led cross-functional teams in translating global strategy into localised and strategically aligned high performance data-driven Finance, Sales and Marketing, and HR operations. This accelerated movement into online sales, 40%+ annual revenue growth, and delivery of superior customer service in a fast-paced Shared Service and Customer Contact Centre.
- Led the redesign of Financial and Business Planning models to achieve the most accurate sales forecasting and profitability metrics within Dell Europe, improve stakeholder communication on strategy and business unit focus on KPIs for the UKI business unit.
