A.  Well, I want clients to know what I do, what I do well and the experience I have. But I also want them to understand a bit about me and my philosophy – and what they can expect if we work together. Talking like this helps to bring the CV to life: hopefully it will help visitors to my website make a judgement about whether I’m the sort of person they would want to work within their organisation.

 A. I make things happen. I deliver change in all its forms and I can do that through several means. I programme and project manage for major blue chips and smaller SME companies. I apply professional project process and business analysis methodologies, but I also lead, support, coach, counsel and influence because I’m a firm believer that nothing happens unless people are engaged, enthused and supported. 

I build, shape and drive teams, recruit, motivate and problem solve. I have a great strategic view – particularly in the components of service delivery (ie product, process, IT, people) and am keen to align delivery to strategy and the financial case for change. After all, change has got to deliver benefit to business – no point in doing it, otherwise!

A. I’ve got terrific experience, backed up by formal qualifications in Financial Services, (CII) HR development (CIPD) and project management (Prince 2). I’ve also had the benefit of training in consulting, behavioural skills and management development during my career – and I use it all when I’m working with clients.

 A. My working life has been spent almost exclusively in the financial services industry – but I’ve been lucky enough to have moved around a lot – that’s a function of enjoying change rather than the period of stability that follows it!  Over the years I’ve done admin, customer service, sales, training, consultancy, managed large and small teams, run business functions, as well as project and programme management. Apart from that, my professional training and experience is in HR. It’s that combined experience that helps you to understand what needs to happen to make things move along for the better, whether by transformation or simply evolution.

 I have particular experience in business operating model design and implementation, business process re-engineering, shared services design and development, IT systems design and lifecycle development, mergers and acquisitions and integration activity, outsourcing and offshoring.

I’ve run a large programme of interdependent IT enabled change – and programmes with no IT element at all!  I’ve run projects delivering changes to organisational structures, business acquisitions and outsourcing services and I’m used to doing it using multiple third party suppliers. 

A. I guess I’m a fairly unique combination of skills, born from a variety of experiences. I can deliver change, but I can also analyse and consult and speak ‘IT’ without ever being a technician. I understand not only the process of change but also the people aspects. I don’t see myself as a ‘pure’ project/ programme manager in that sense – more of a holistic change agent but with a very strong results orientation!

A. Every contract is different and I’ve no set approach: after all, I’m here to service clients, not the other way around. However, I strive to work in partnership with the client and have an open and honest relationship. I ensure we both have a strong and shared understanding of what I’m there to do and what success looks like.There are certain principles that I hold dear. If I’m working with a client, I’m there to get results – and that keeps me focussed. I always deliver on the promise.

Secondly, I always work within legislation and regulatory frameworks.

Lastly, I’m a firm believer in adding value to my client via the work that I do. If I don’t think that is happening, I’ll say so.

My (unwritten) contract with my client is this: You’ll have my loyalty and trust, both during and after my assignment. I’ll leave you with more than you expected – whether that’s an independent, objective view of your business or additional skills coached into your staff. In return, you’ll tell me how I got on, so I can improve and maybe invite me back in the future!

A. Well, you can’t do everything on your own, can you?!  I am part of a network of people who share the same philosophy and have a wider set of specialist knowledge, skills and experience than I can ever have on my own! I’ve worked with all of them: they’re not just friends of friends. I know what they can do and what they stand for and I trust every one of them. It helps me to have that professional support behind me when I need to bring something extra to my client – and it’s a great way of accessing more resource for me and my clients.

A. How long have you got?!  There’s too much to talk about here, but here are some key principles I’ve found important when increasing the potential for successful change delivery:  

• It’s imperative that businesses link strategy, policy and delivery – all underpinned by financial analysis. It’s the fragmentation of that relationship that leads to untidy and inefficient operations, unhappy customers and frustrated staff.
• It’s so important to get common understanding and agreement among the major stakeholders – especially if they’re holding part of the chequebook!
• There are some things you simply can’t ‘undo’ – at least not reasonably. A good example of this is major IT development. So make an effort and get it right first time: it’s much, much cheaper in the long run!
• Business analysis is an important and very under-rated skill. If you don’t have people who know and can view your business objectively, you’ll get things like IT development (see above) wrong. And that’s a costly mistake.
• Don’t underestimate the ‘people’ side of the change agenda. It’s easy to focus on delivering perfection in technology, process and logistics, but it is users, staff and customers that make things successful. People need to be engaged, consulted, and involved if you really want them to run with the flag.  Get this element wrong and it will take you much longer to get where you want to be. Get it right and – my experience is – that people can move mountains - even if the mountain wasn’t created exactly right in the first place!

 But actually, it’s not about what you learn every time you do something: it’s about how you apply that learning at the next opportunity and keep up the drive for continuous improvement. That’s why I always undertake a review of the project or change when it has been delivered. There’s always something you can get out of it.

A. I love using what I already know and my experience is relevant to many businesses and industries. I’m happy to lead an initiative – but I can take orders as well as give them! I’m a fast learner so, bringing me in to project manage alongside a series of in-house experts, for example, also works very well.

Thanks to my network of associates, I can take on contracts that are wider than my individual knowledge or capacity.

I live in the Westcountry, so clients in the Bristol/ Somerset/ Devon/ Gloucester/ South Wales area are within striking distance. Although I’m not averse to travelling, you have to be practical and recognise that work that is distant for any length of time builds travel and, potentially, accommodation costs into any deal.  That said, if it’s the right thing to do, there’s nowhere I won’t go (within reason!). And you have to remember that my associate network offers national coverage, so it’s worth talking to me, wherever you are. 

In terms of work environment – well, I’m not terrible fussy, although to be honest I really do enjoy fast paced ‘achievement oriented’ environments, with autonomous, speedy decision making and an ‘all hands on deck’ approach. That’s where I truly shine. But if you don’t have that – I can even create it for you within the confines of your own firm!

A. I guess the most common thing people say about me is that I’m likeable, approachable and easy to get along with. That always helps if you’re being brought in to sort out a difficult situation or make major change happen. I’m always honest and work hard - that’s the only way I know how to work. I have high levels of personal integrity and I treat all people equally, fairly and respectfully, regardless of their role in the organisations in which I work. If that means that sometimes I have to tiptoe around some political situations, so be it!

And lastly, I’m flexible. I recognise that all businesses are different, and that situations can sometimes change at the drop of a hat. I work with my clients - rather than them working with me - and within reason, I can adjust work patterns, locations, and roles to suit.

 I take my clients and my contracts seriously. My reputation is important to me and that ensures that I drive for success in everything I do.

A. No problem!  Give me a call and I’m happy to talk things though and perhaps offer some guidance - all without obligation.