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Management Consultant

Management Consultant

Work Experience

Profile

- 'Peter is exceptionally good at taking a business operations problem and establishing a program to assure that it is eliminated, He is able to manage a number of these operations in parallel with equal attention and results.' (1998 appraisal from European Vice-President)

- Global experience of using quality tools and metrics (including customer satisfaction measurement) to identify customer-focused solutions to organisational, cultural, operational and business process problems. Also to coach and motivate cross-functional teams to implement change & monitor results.

- Hands-on experience of customer service, support & professional services business operations in the IT/network/reprographic industries with blue-chip organisations including Cabletron Systems Inc and Rank Xerox.


Skillset
1. ACHIEVING RESULTS
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a) Interim management
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- Managed programme to transition European subsidiary of US group from a division to a separate legal entity (including operational procedures, financial/legal/HR considerations).
- Created programme and project management documents for $multi-million computer network installation in UK and Holland and programme managed to completion.
- Managed Y2000 project for European HQ and subsidiaries
- Managed roll-out of Scopus call centre computer support system in Europe

b) Employee motivation, satisfaction and incentives
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- Advised US parent on employee satisfaction (and motivation) measurement
-Introduced incentive programs to reduce backlog of work which was affecting customer response times
- Contributed to management team which increased employee satisfaction from 65% to 76% and empowerment to >90%

2. COST REDUCTION PROGRAMMES AND BUSINESS HEALTH CHECKS
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a) Organisational functional reviews
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- Represented department in Corporate cost reduction programme
- Reduced depot spare parts inventory by 30% ($4m) by usage and location analysis

b) Business Excellence measurement
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- Led departmental contribution to Business Excellence Certification programme
- Introduced Business Excellence measurement into day-to-day management process
- Managed departmental input to winning European Foundation for Quality Management award submission

c) Preparation for ISO 9000:2000 certification
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-Devised and documented core business and quality processes in start-up company to achieve ISO 9002 certification

3. PROCESS TROUBLE-SHOOTING AND REENGINEERING
=============================================
- Assigned to US-based manufacturing group to assess hardware & software Support operations
- Produced world-wide software support improvement strategy and training programme based on customer-focused metrics, process conformance, use of quality improvement tools, managing by fact, specification and production of world-wide performance reports, operations management and complaint handling processes.
- Improved sales, service and support processes using teamwork, root-cause analysis and process metrics

4. ALIGNING COMPANY PRODUCTS AND SERVICES TO CUSTOMER NEEDS
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a) Customer satisfaction and customer-focused metrics
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- Defined new customer-focused strategy for European customer support centre
- Introduced customer satisfaction measurement process
- Introduced support account reviews with major customers, performance reports and SLA's
- Introduced closed-loop improvements using customer satisfaction and performance metrics
- Introduced customer query and complaint procedure with weekly management review
- Defined customer-focused support centre processes including escalation management
- Managed global support activities to resolve major customer problem escalations
- Service Director to $40m Federal group, Middle East region and European/Global major Accounts teams

b) Leading or facilitating quality improvement teams
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- Led European support centre quality improvement teams
- Represented European support centre in cross-functional, global teams to identify and implement best practises, to improve customer satisfaction, loyalty and support productivity
- Member of site Quality Improvement Team
- Appraised as ¡¥Role-Model¡¦ in 3 years¡¦ Leadership Through Quality ratings at Rank Xerox

c) Effective use of computer systems, data and websites
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- Introduced IT best practises and prepared IT transition plan from parent company
- Defined improvements to call-centre customer problem tracking system
- Introduced customer-focused call centre reports for customer reviews
- Created effective management tools using Excel and Microsoft Access
- Advised on integration of disparate computer applications within the Corporation

5. ALIGNING STAFF TO COMPANY GOALS
==================================
a) Definition and communication of measurable goals and ¡¥cascade¡¦ objectives
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- Led departmental implementation of Corporate 'Cascade objectives

b) Appraisals, skills assessment and training plans
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- Led departmental introduction of annual, quarterly and monthly appraisals
- Participated in job profiling using DDI methodology

6. ALIGNING MANAGEMENT PROCESSES TO COMPANY GOALS
==============================================
- Use of Management By Fact and continuous improvement
- Introduction of organisation and departmental objectives reviews
- Introduction of customer-focused and operational performance metrics
- Delivered training in Meeting Management and facilitation

7. MANAGING CHANGE
==================
- Participated in Corporate change programmes over 12 years
- Led and managed change programmes within European and global teams
- Experienced in staff communication, motivation and feedback during change period
- Use of closed-loop metrics such as customer feedback and satisfaction to measure change effectiveness

8. SOFT SKILLS
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- Customer focus and empathy
- Focus on business results
- People management and staff motivation
- Depersonalising issues and getting managers in disparate functions in a global organisation to work together to achieve common goals
- Influencing senior management decisions
- Communications (written and verbal)

Career history
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Management Consultant 2001
Independent consultant engaged by European HQ of US-owned network management Software Company to advise on and manage transition from being a division of parent company to becoming a separate legal entity. Scope includes operational procedures and financial/legal/HR considerations.
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Cabletron Systems / GlobalNetwork Technology Services (GNTS) 1997 to 2001
European Service Operations Director, GNTS 2000 to 2001
Reporting to Vice President, Europe, Middle East & Africa (emea)
Responsible for:
- Professional Services including business & service operations
- Deputising for Vice-President
- Introducing customer satisfaction measurement process
- European input to global product introduction process
- Devising and documenting core business and quality processes achieving ISO 9002 certification Finance & administration
- Setting up Finance infrastructure to commence trading as a separate legal entity
- Managing the production of sales forecasts, management accounts and annual budgets, Legal, HR & IT
- Ensuring focus on motivation, training and other HR activities
- Working with US and UK legal counsel to prepare European contract templates
- Ensuring company complies with UK and European laws e.g. Data Protection
- Introducing IT best practises. Preparing IT transition plan from Cabletron
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European Project Manager, Cabletron 1999 to 2000
Reporting to European President and Corporate Y2K Manager
Responsible for:
453 European employees, 8 regions, 16 countries, each with different languages, legal systems, utility infrastructures and business cultures. Five business functions: - Sales, Finance/admin, Service & Support, Facilities and Manufacturing. 1,400 inventory items, 150 suppliers and 23 buildings.
Achievements
- No customer issues over 4-day Y2000 period
- Presented Y2K plans to major customers and liased with their Y2K advisors
- Led global Service & Support team to prepare world-wide support contingency plan
- 33% of Cabletron world-wide revenues protected
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Service Delivery Manager, Cabletron 1997 to 1999
Responsible for:
- Introducing support account reviews with major customers, performance reports, SLA's
- Introducing customer query and complaint procedure with weekly management review
- Improving sales, service and support processes using teamwork, root-cause analysis and process metrics
- Service Director to $40m Federal group, Middle East region and Global/major Accounts teams
- Defining customer-focused support centre processes including escalation management
- Managing roll-out of Scopus call centre support system in Europe
- Introducing Service reviews and training scheme for service subcontractors
- Reducing depot parts inventory by 30% ($4m) by usage and location analysis
- Producing first-ever chart of accounts for emea Service & Support group
- Managing acquisition and integration of Digital Networks Products Group support team

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Rank Xerox Ltd 1986 to 1997
Business Consultant, Rank Xerox 1996 to 1997
Responsible for:
- Assigned to US-based Xerox manufacturing group to assess hardware & software Support operations
- Produced world-wide software support improvement strategy and training programme based on customer-focused metrics, process conformance, use of quality improvement tools, managing by fact, specification and production of world-wide performance reports, operations management and complaint handling processes.
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Channel Partner Business Development Manager, Rank Xerox 1996 to 1997
Responsible for:
Channel management strategy defined, training delivered ¡V focusing on channel partner needs
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International Software Support Centre Operations Manager, Rank Xerox 1993 to 1996
Responsible for:
- Contributing to management team which increased customer satisfaction from 76% to 83.5%, employee satisfaction from 65% to 76% and exceeded $5.6m billables target by $400K.
- Representing the Centre in cross-functional, global teams to identify and implement best practises, to improve customer satisfaction, loyalty and support productivity.
- Introducing closed-loop improvements using customer satisfaction and performance metrics.
- Implementing ¡¥Lumberjack¡¦ improvement project - reduced departmental backlog of open customer problems from 200 to 70 in two months, with built-in quality safeguards.
- Personally driving strategic requirement in worldwide customer support forum for improvements to worldwide solutions database. $1 million allocated to global improvement project.
- Introducing departmental project, which reduced number of customer problems without a recent update from 60 to zero and then sustained this level of performance.
- Introducing ¡¥Beat the Backlog¡¦ project across Europe - reduced open customer problems by 17%
- Managing global support activities to resolve major customer problem escalations
„Y Contributing to Rank Xerox winning the European Foundation for Quality Management award, and continuing improvements in performance against Xerox Management Model. Appraised as ¡¥Role-Model¡¦ in last 3 years¡¦ Leadership Through Quality ratings.
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Previous roles:
- Docutech hardware and software Support Manager (Rank Xerox)
- Manager/trainer/software installer and support of Production Publishing software (Rank Xerox)
- Software Support Specialist / trainer/technical author (Langton Electronic Publishing Systems Ltd)
- Founder Director of own electronic publishing services company (CAPS Limited)
- Sales Manager - electronic publishing and printing (McCorquodale Limited)
- Sales Executive -computer bureau and computer typesetting bureau (Computaprint Limited)
- Systems analysis, systems design and programming (Computaprint Limited)
- Sales Representative - printing (Last Bros. Printers Limited)
- Legal Executive (Clifford ,Watts, Compton & Co)

Education

GCE O'levels
Part 1 Inst Legal Executives

Associate, Institute of Management Consultancy


Skills

- Process troubleshooting, process reengineering and global quality improvement
- Programme / project management
- Service and support strategy and operations
- European business operations

Languages

English

Other

Interim Manager experience:
April - July 2001
Interim management
----------------------
- Managed programme to transition European subsidiary of US group from a division to a separate legal entity (including operational procedures, financial/legal/HR considerations).

I have extensive experience of working for multi-national companies in Europe.

I particularly like work where there is a major problem to be fixed, and getting people to work together as a team to solve it. I am very focused on THE CUSTOMER and GETTING RESULTS


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