Key assignments are listed below:

Programme Management: Public sector  
Management of a national project funded by the Department of Communities and Local Government (DCLG) formerly the Office for the Deputy Prime Minister. Led by London Borough of Newham, other project partners were 8 other Local Authorities and the Valuation Office Agency.

The project's objectives were to ensure that property data held locally was accurate for revenue collection purposes and could be shared electronically internally and externally. This provided benefits to all internal fucntions for which accurate property data is important, as well as for extrenal public sector organisations able to use this core information.

As well as programme management the role included provision of presentations at venues throughout England and Wales to enable the project to roll out nationally.

Strategic Review: Public sector
Engaged by the Valuation Office Agency to conduct a review with them into the processes for obtaining and maintaining property data, especially where this changes over time. Opportunities for speeding up the process will result in better services to their customers.

Marketing and Project Support - Electronic Survey of Empty Homes (ESEH)
Engaged by DCLG to carry out marketing support, with others, for the development of awareness and buy-in to more effective collection of data by DCLG for housing statistics. This provides strategic benefits in areas including empty homes.

Web Site Redevelopment: Association of MBAs
Project managing the upgrade of a web site to better reflect the diverse needs of its stakeholders including organisation members, potential members, and those seeking general advice on continuing education. The site is under continuing development, at  

Process Mapping and Process Review: Local Authority  
Facilitation of Process Mapping, and associated project management consultancy for a programme developing a customer services centre for a proactive forward-looking borough council. This seeks to ensure that front and back-office functions are recognised, and that staff are more effectively utilised. The overall programme, planned to take two years, is expected to see enquiries dealt with much more speedily, with 70% being completed at the first call.

Business Change: Pharmaceutical  
Project Management using PRINCE 2 as part of a change programme for a company, taking advantage of the opportunities associated with the transfer of 1,500 staff to new premises:

Year 2000 Programme, Business Support Services, major utility company
Year 2000 Project Management support for a water company, with the objective of prioritising and implementing activities to minimise the risks of non-compliance of equipment essential to business processes and facilities management.

Business Project Management Review
Reviewed and recommended changes to management procedures to ensure that a specialist hardware and software systems supplier improved customer satisfaction while reducing their own costs.

Strategy Review Programme
Project Management support to a major part of a public sector organisation on a Strategy Review. This assignment took place between October 1995 and July 1997, in an area responsible for sales of £1.3 billion, approximately 25% of the organisationís revenue. The key issues were enabling change in the delivery of service to major companies, and dealing with the effects of that on equipment suppliers. The assignment involved:

Education and Training Support:

There is a continuing role in providing support to Durham University Business School MBA.

The following is a selection of assignments undertaken as a consultant with Ernst & Young

Business Modelling Programme

Marketing Management

Earlier Experience
A variety of roles in the UK and Saudi Arabia, including


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