PAST PROJECTS.
No two assignments look quite the same.
These examples give you a sense of the kinds of problems I’ve been asked to solve, the projects I’ve led and the operational challenges I’ve helped businesses work through.
Some details are deliberately kept broad because the work was confidential. The challenges, responsibilities and outcomes are real.
HELPING AN INTERNATIONAL ENGINEERING FIRM CONSOLIDATE ITS EUROPEAN OPERATIONS
THE CHALLENGE
A growing international engineering business was expanding across Europe and needed a more joined-up approach to the operational, compliance and people challenges that came with that growth.
MY ROLE
I provided independent advice and practical support across the different workstreams, helping the leadership team understand what needed to happen and how the pieces fitted together.
WHAT I DID
- Entity creation and permanent establishment
- Immigration compliance and EOR
- Practical relocation services
- Relocation policy design and implementation
- Global supply-chain implementation and onboarding
- RFP for an HR partner supporting EMEA operations
THE RESULT
Mobility, compliance, relocation, suppliers and HR requirements were brought into one coordinated approach to support the business as it consolidated and developed its European operations.
TURNING A COMPLEX REVENUE PROBLEM INTO AN OPERATIONAL PLAN
THE CHALLENGE
A global mobility operation was carrying a significant aged revenue position, with the causes sitting across supplier performance, operational process, metrics and ownership.
MY ROLE
I worked at senior level across operations, supplier management and the leadership team to understand where revenue was getting stuck and what needed to change.
WHAT I DID
Reviewed supplier performance, developed clearer metrics, challenged existing processes and helped coordinate a practical recovery approach across the teams involved.
THE RESULT
The work contributed to a significant improvement against an aged revenue position of approximately $13 million, while also strengthening visibility and operational control.
DELIVERING MAJOR INTERNATIONAL OFFICE PROJECTS
THE CHALLENGE
Two major projects required coordination across property, suppliers, operational teams and senior stakeholders while maintaining business continuity.
MY ROLE
I acted as project lead for an office opening in the Middle East and separately for the design, fit-out and employee relocation into a major new London headquarters.
WHAT I DID
Coordinated workstreams, stakeholders and practical delivery, keeping the moving parts joined up from planning through to implementation.
THE RESULT
Both projects moved from plan to operational reality, including successful establishment of a new international office and delivery of a multi-million-pound corporate workplace project.
BUILDING AND LEADING A GLOBAL SUPPORT OPERATION
THE CHALLENGE
A global service organisation needed to centralise and strengthen a number of support functions across multiple regions while continuing to support major corporate clients.
MY ROLE
I led the development and management of a tri-regional support function spanning the UK, USA and India, including internal teams and a major outsourced partner.
WHAT I DID
Built operating structures, managed supplier performance, developed metrics, implemented process improvements and helped establish shared-service capability in India.
THE SCALE
Responsibility included approximately 55 internal employees and 80 outsourced resources across a complex global operating model.
KEEPING RELOCATION MOVING THROUGH THE LONDON OLYMPICS
THE CHALLENGE
London 2012 created an unusual operational challenge for relocation services: congestion, access restrictions, supplier pressures and significant disruption to normal service delivery.
MY ROLE
I had oversight of the entire Olympics project, bringing together operational planning, client and marketing communications, industry engagement and supplier coordination across the global mobility supply chain.
WHAT I DID
Developed and managed the service-delivery plan, coordinated internal training and operational readiness, led supplier and client working groups, managed marketing and service updates and represented the project through industry presentations and conferences.
THE RESULT
The strategy supported continued service delivery through an exceptional period of disruption and was recognised with the 2012 Re:locate Award for Best Policy / Strategy.
YOUR CHALLENGE PROBABLY WON'T LOOK EXACTLY LIKE ONE OF THESE.
That's fine. Most of the interesting ones don't.
If you're dealing with operational complexity, international growth, global mobility, a difficult project or a service that needs fixing, tell me what's going on.