Our people make our business…
Paul specialises in the development of customer focused business strategies, planning and the management of change.
He is a founder member of Jamesford Consulting. His previous career includes consulting roles for PricewaterhouseCoopers and Gemini and working in industry in the capacity of CFO, COO and CEO for various FTSE listed companies.
In his consultancy career he has undertaken a number of business strategy development and implementation assignments for companies, including:- British Gas, Sears, Scottish Nuclear, BNFL, British Shoe, Morgan Sindall, BP, London & Edinburgh Trust, Colonial Life, Britannic Life, Eurobell, Telecential/Comtel, Cineworld etc.
He has a degree in Business Finance & Economics and an MBA from Cranfield. In addition to which he is a Chartered Accountant, a member of the Institute of Personnel Management and of the Chartered Institute of Marketing.
Geoff is a brand and marketing consultant and coach, specialising in helping service organisations optimise their competitive position. In addition to his consulting experience, he has worked in senior brand and marketing roles in consumer goods, retailing and professional/financial services. His early career was at GSK, managing consumer brands and in retailing as a Marketing Director with Dixons Stores Group (DSG) and others. As a consultant with PwC, he managed marketing and strategy projects in both the private and public sectors. Most recently, he was Head of Brand at Lloyd’s of London and Global Brand Director at PwC Consulting. His recent work as a consultant has spanned service organisations in a number of sectors, including – legal, consulting, property, insurance, leasing, healthcare, nuclear and further education.
In both his corporate and consulting roles, Geoff has specialised in improving the customer brand experience across the multiple “touch points” of complex service organisations. This has involved him in working in close collaboration with other functional heads across the business. It has also necessitated deep understanding of customer needs and motivations. His roles in the retail and fast food sectors have given him a strong appreciation for the delivery of brand experience through physical sites and a respect for the operational aspects of managing change in multi-site businesses.
Relevant experience has included:
• Head of Brand and Marketing at Lloyd’s of London, the world’s leading physical insurance market. The role involved a fundamental review of the Lloyd’s brand, followed by re-alignment of the brand experience across multiple stakeholders. This included re-designing the iconic Lloyd’s Building at No1 Lime Street
• Global Head of Brand at PwC Consulting, where he was involved with repositioning the business to focus on global clients with multi-disciplinary needs
• Marketing Director at Dixons Stores Group. His role at Dixons included the launch of Dixons’ 42 store out of town retail electricals business and the re-launch of the Supasnaps photographic chain.
• Marketing Director of Lowndes Queensway where he re-launched the out of town furniture business to meet changing consumer needs for quality, style and value
• Marketing Director at KFC, where he was instrumental in re-positioning the business from a late-night, takeaway outlet into a desirable, family restaurant chain.
• His new product development skills were honed at an early age in the consumer goods market, where he was instrumental in the launches and re-launches of major brands such as Aquafresh, Night Nurse and Airwick.
Finally, in all his senior marketing roles, Geoff has had responsibility for the development and implementation of marketing campaigns using all the key marketing communications channels and working closely with the sales teams.
Geoff has an MA in Oriental Studies from Churchill College, Cambridge. He is also a qualified business and personal performance coach.
Ginny specialises in organisation effectiveness. This includes organisation design and change management, executive development and talent management and board performance and governance. She started her career working for a large energy and utilities company. She later spent 10 years with the global IT Company, ICL, firstly as Country HR Manager of their Australian business, then VP HR of ICL’s global services business before focusing on Organisation Development, heading this up for ICL Europe before finally holding the role of Head of Organisation Development for the Group. In 1996 Ginny moved to New York to head up the Organisation Effectiveness practice for a strategy consultancy before returning to the UK to join Royal Dutch Shell firstly as Leader of Shell’s internal organisation development practice before being appointed Head of Global Resourcing and Development for the Group.
Recent consulting assignments have included:
• The creation of a learning culture for an energy company
• The design and delivery of a culture change which moved an IT company from a product
focus to a service orientation
• Assisted the Chairman and Board of an oil and gas exploration company by putting in
place Board performance and governance strategies and designing and delivering HR
strategies, hiring senior executives and planning a merger.
• Re-structuring a Financial services client global line-of-business structure clarifying roles and accountabilities and leading to changes in behaviour, the speeding up of decision making and increased operational efficiency
• Creating a top talent programme for a USA oil and gas major
Ginny is a Chartered Fellow of the Chartered Institute of Personnel and Development and has a Master of Science degree in Organisation Behaviour from London University having originally qualified as a teacher at Cambridge University. She has continued her business education and for example, is a certified consultant and trainer in the ODR Management of Change methodology and diagnostics, the Crosby Quality College, in advanced facilitation skills and also has a Diploma in Executive Coaching.
Karen’s expertise is in forging transformational business models to secure market differentiation and financial success. As a catalyst of change, she puts ‘the customer’ at the heart of the business and places marketing as a key driver of the commercial agenda and strategic business planning. Her business and marketing strategies have been award winning, having repositioned companies, turned round declining market shares and delivered strong and sustainable improvement to the bottom line. She brings a consistency of approach and intellectual rigour, underpinned with customer insight, and translates ideas into actionable programme plans across all elements of the marketing mix. Karen has an extensive Board/NED career that spans 30 years of marketing, strategic consulting and interim roles (the last 8yrs) in FTSE organizations in the UK and internationally, B2B and B2C, across several industries including early training in fast moving Consumer Goods – GSK/RHM, Financial Services- Direct Line, Aviva, HSBC; Advisory- PWC as a management consultant, Telco- BT, and the public sector – National Savings & Investment, NHS, BBC. She has had significant operational responsibility including P&L responsibility for turnover from start –up to £10bn, marketing budgets from a few thousand to £40m, to £250m+, teams a handful to over 100, for B2C & B2B, multiple products, channels (direct, indirect; media-digital, post, phone, retail) and customers to 26m in branded businesses.
Recent assignments have involved large scale change programmes:
• Marketing Director – National Savings & Investment: Appointed to reverse long term stock decline and revitalise brand. Galvanised staff to create new, marketing partnership with Tesco, successful Sir Alan Sugar advertising campaign, price, product portfolio, customer delivery changes and new online product launches. Result: doubled awareness exceeded targets by 140%, generated +7% stock growth to reach £75bn with highest ever retention whilst reducing y.o.y marketing costs.
• Head of Strategic Planning & Marketing – BBC: Led strategy and marketing for collection license fees across range of payment schemes and multi-channel( post, phone, online, face to face) ; outsourced back office ( Capita) and stakeholder management included – marketing agencies, debt collection 3rd parties, BBC, Dept Culture & Media ,consumer lobby groups. Result: transformed Customer Relationship Management and repositioned brand to grow revenue by 12% to +£3bn whilst cutting collection costs by 6%, particularly by targeting 60% of collection via web and achieving 46% year on year increase.
• Business development director- Aviva: Targeted to increase business with existing clients and capture new partners in new sectors (high street and on-line retailers, charities, membership organisations). Transformed business processes and operational delivery model to include customer insight, deal shaping, profitability sizing, competitive benchmarking, proposition and solutions creation and development of high performing teams. Result: generated 40% uplift in deal volume, securing £0.5bn income on 20% reduced costs & £100m of incremental new partner premiums.
• Marketing consultant – British Credit Trust: a PE backed company offering financing for car purchase, aiming for a fivefold increase in sales. Reporting to the CEO and working with the Board I orchestrated a programme of analysis to identify key customer insights including customer segmentation across existing and potential customers and distributors aligned with car dealers local market potential. Result: introduced new segmented marketing, service and distribution strategies, by-passing existing brokers with new direct sales to automotive dealers, an online capability for customers & partnerships with Banks & Building Societies; refocused effort to deliver 25% sales increase 1 year ahead of plan.
Karen holds a degree in B.A. Geography from King’s College, University of London. She is also a member of the Marketing Society, Worshipful Company of Marketers, and the Strategic Planning Society.
John is an experienced Programme Manager who specialises in driving business value from the application of IT. His career was built in the internal IT department of a blue chip International fmcg company. There he completed a wide variety of leadership roles in the UK, Europe and Globally. In 2007 John moved into consulting, since when he has completed a number of assignments for mid-sized and large companies in the manufacturing, mining and retail sectors. As well as formal and practical programme management, his expertise includes managing senior stakeholder relationships in complex matrixed organisations, IT organisation design and change management, working with outsourced service providers, and developing multi functional, multi site teams to deliver improved value.
Recent examples of his IT programme management assignments include the following:-
• Managing an IT team of 40 to deliver a large scale CRM and Database Marketing application for a national political party.
• Leading the IT workstream for a major Acquisition, including Infrastructure integration and establishing an ERP implementation project.
• Directing the Information Delivery programme for a global mining company, integrating the results of 6 major projects, delivering anticipated savings of £100mn pa.
• Designing and implementing a global IT organisation, creating new strategic capabilities; including establishing group wide shared services for application development and operations, and global governance and portfolio management.
• Planning and delivering a 4-year IT programme to create a 500 person accounting shared service center supporting an fmcg business operating in 18 countries and £12bn turnover
• Designing and leading an ERP rollout programme across Central Europe Middle East and Africa, realising total savings of £300mn pa.
• Managing the deployment of a production line monitoring system and work process changes across 12 manufacturing sites to improve operations, reduce production cost and capital investment.
John is a PPE graduate from University College, Oxford. He is qualified in ITIL, a Prince 2 Practitioner and experienced in MSP and PMI methodologies.
Malcolm is an experienced and versatile management consultant and programme leader who specialises in the delivery of cross-functional programmes. He has particular expertise in managing multi-stream business transformation programmes as well as in introducing new approaches to performance management to facilitate transformation. Malcolm operates up to Board level, partnering with clients to develop and implement strategic change. He combines a results-oriented approach with an exceptional ability to build and develop people and teams. He has over 20 year’s experience with top-flight consulting firms, during which time he has held positions as a Partner at Coopers & Lybrand and as a Director at Cap Gemini. He has worked in a wide variety of industries in both the private and public sectors. In the former his work has covered many sectors including: financial services, retail, consumer goods, food & drink, utilities, engineering, professional services, publishing and chemicals & metals, while in the latter, he has particularly strong experience in the Health sector, and has also worked in central government, rail transport, defense and local government. Prior to moving into consultancy, Malcolm spent 14 years in the engineering industry in roles covering product development, marketing and strategic planning.
The diversity of his work is illustrated by this selection of his recent assignments:
• Programme director for a complex programme to establish an ILV (Integrated Lloyd’s Vehicle).for a Lloyd’s Corporate Member by building a new Managing Agency business for their insurance syndicate, and obtaining approval for the new business from Lloyd’s and the Financial Services Authority.
• Programme director for an NHS Primary Care Trust in South London to establish a full-pathway stroke service following the Darzi Review.
• Programme Director for a major Transformation Programme in the DWP, in which he was responsible for commissioning a number of change projects, and for directing the activities of three teams of external consultants.
• Programme director with the Fujitsu Alliance within the Southern Cluster of the NHS National Programme for IT, covering the initial stages of deployment.
• Programme director for a multi-national change programme for the European retail business of the Shell Group.
• Programme director for a whole-hospital transformation programme at King’s College Hospital, London.
• Programme director for a business performance improvement programme for one of the UK’s leading sports equipment retailers.
He has an MA in Chemistry from Oxford University and an MBA in Finance from City University Business School. He has recently qualified at Advanced Practitioner level in MSP (Managing Successful Programmes).
Martin is an experienced International Operations Director with exposure to a broad range of multi-national businesses. A proven track record of reorganisation, process improvement and profit growth. He has extensive experience in outsourcing and moving operations offshore, particularly in establishing operations in low cost countries. He started out in the Aerospace and Electronics industries before moving into management consultancy with both KPMG and PA Consulting where he was a Partner.
Recent assignments have involved running major performance turnaround programmes and site rationalisations for multi-national clients. The focus has been on delivering real change and real benefits to the business, for example:
• Managed the rescue teams that were put in to turn around the disastrous performance of two automotive component suppliers in the USA (shutting down major OEMs due to late deliveries, incurring high air freight costs and penalties etc). In a period of only 13 weeks managed to stabilise production and achieve consistent, on time good quality delivery to the major Automotive customers (an increase in output of the order of 40%)
• Developed and implemented major supplier quality improvement programme in Shanghai, China, for a global Marine Engineering business. Initiative has already resulted in a 40% reduction in the number of defective components delivered and is continuing to reduce the number of quality failures
• Managed the team for a global cosmetics manufacturer to close its German manufacturing site and relocate to a site in Poland. The project involved a major re-organisation of the site in Poland to accommodate the production from Germany and delivering significant improvements in operating efficiency (OEE).
• Establishing a Manufacturing joint venture in Shenzhen, China, to manufacture Uninterruptible Power Supplier for the European market. Working with a Taiwanese partner to select a site, obtain the necessary permits and recruit and train staff, the factory shipped its first product less than 2 years after the go ahead was given to launch the project. The factory was in profit within 9 months of operation.
• Closed a 350 people Tier 1 automotive component manufacturer in Winchester, VA, and relocated production to 2 sites in Mexico (one of which was new) without loss of a single unit of customer production.
• For a European packaging business, the development and implementation of a Europe wide profit improvement plan across all 7 sites to achieve and 8% increase in profits within 18 months.
He is a Chartered Engineer with an Honours Degree in Metallurgy with French. He speaks fluent French and is very comfortable working in the language.
Graham is a professional programme director with 25 years experience of directing and managing strategic business change and capital investment. He began his career as a civil engineer working on a wide range of capital investment projects in South Africa and Australia. He subsequently joined a property developer in Australia where he was responsible for evaluating proposed projects (value up to Aus$500m) and managing a construction subsidiary (turnover Aus$ 10m). After completing his MBA at Cranfield University, Graham joined a consultancy in London specialising in programme and project management. He was engaged on the client side of many large transportation projects completing feasibility studies and business cases. In 2001 Graham joined Jamesford Consulting to focus on strategic and business change projects and capability building within client organisations.
Recent assignments have involved the design and delivery of large scale change management programmes aimed at generating large scale financial benefits in complex and fluid environments. For example:
• Programme director for a leading edge programme to develop and implement a new approach to assessing and fulfilling claims for the largest insurance company in the UK (Market capitalization £10 billion). Annual savings from the programme are £100 million.
• Programme director of a major change initiative to centralize credit decision making and management for a global bank based in Ireland (operating income €5 billion).
• Programme managers for the delivery of an imaging and workflow system into the UK business of an international insurance company ($19 billion in written premiums). The system is to be expanded to cater for the complete European operation.
• Project director for the Touchwood Court retail development (650,000 sq ft retail space) managing a complex relationship between the local authority, the retailers and the property developer.
• Programme director for the formation of an organisation responsible for the deliver of capital investment (£2 billion) for a privatised water utility. The organisation comprised of two water utilities and five construction companies.
• Programme director for developing and implementing a major change programme in a water and power utility (£2 billion T/O) to establish best practise governance, management and delivery for their capital investment programme. This included improving the capability of staff to deliver programmes and projects.
• Programme director for the development of programme and project management capability in a global consulting engineering organisation (£1 billion T/O) including offices in the Middle East, Far East and USA.
Graham is a chartered civil engineer with an MBA from Cranfield University. He is a Member of the Institution of Civil Engineers, a Member of the Association for Project Management, a Certified Management Consultant and a Programme and Projects Registered Consultant.
Kay’s expertise lies in designing and delivering strategic marketing and communications programmes. She started her career in the FMCG/Retail sector, holding various product marketing roles in Trebor Bassett, ASDA and Tesco. In 1993 she moved to Accenture to lead the marketing and communications team responsible for the launch of Accenture’s outsourcing practice. Once the practice was established, Kay was responsible for managing the internal communications to client staff who transferred to Accenture as part of an outsourcing contract. Kay then completed a short term contract as Head of Marketing and Communications for the BBC’s Training and Development function. Following this, she joined the senior management team of the global e-learning company, SkillSoft, as the EMEA Marketing and Communications Director. In 2008, Kay moved into consulting and has completed a number of marketing and communications assignments, including, most recently, a major assignment with a health sector organisation.
Kay’s experience has been focused on creating and delivering marketing and communications programmes that have a significant impact both internally and externally within an organisation. For example:
• Design and delivery of a strategic MarComms programme for a health sector organisation, including re-branding, creating one clear and recognisable brand, with a strong visual identity, consistent messages and a compelling story.
• Creation of effective stakeholder engagement and management strategies with complex stakeholder groups (including Department of Health) for a health sector organisation.
• Design and implementation of a strategic marketing plan to grow a technology business, including building a recognised and respected brand.
• Creation of a highly successful PR programme for senior level recruitment organisation, resulting in coverage in the press, radio, TV and on-line.
• Development of a framework for effective internal communications – used numerous organisation including a healthcare organisation, utility company, retail organisation, and professional services firm.
• Helping a UK subsidiary of a US education and training firm to tailor American marketing and communications programmes so that they can be effectively used in the UK market.
Kay is a graduate of the University of Swansea.
Jon leads business improvement with technology. He specialises in engagement with the business, understand the core, real requirements and then develops an IT programme to deliver the business benefit. Jon is an engineer by training, quickly moving into supply chain process design with Deloitte Consulting. Moving up through the ranks, Jon found himself spending more time managing IT – technology, processes and people – as a Business Support Manager in Johnson & Johnson. Jon’s last corporate role was with Unipart Expert Practices where, as IS director, he was responsible for strategy , operations and programme management.
Typical assignments that Jon undertakes are step change initiatives that involve a strategic review, high level solution design, programme definition and delivery. For example:
• Consultancy Services Provider: Option development, solution research, supplier selection and programme definition. Process bench marking and operations improvement. Outcome – technology roadmap, strategic investment decision, improved communications and more efficient processes.
• FMCG Manufacturer: Global e-commerce solution. Key account business requirement review, strategic workshops and review. programme definition, supplier selection, technical development and delivery. Outcome – Improved customer perception, 17k order lines per week, modular and scalable solution for future growth. Improved order accuracy.
• FMCG Manufacturer: IT department review, business case and approval, resource selection, process and operational improvements.
• FMCG Manufacturer: European call center IT outsourcing. Business requirements and technology landscape review. Project definition, supplier auditing and selection, resource recruitment and selection, phased regional roll out. SLA and contract negotiation. Outcome – £500k pa saving.
• Worlds largest catering services provider at Charles de Gaulle airport: Review of working practices and resource scheduling, SWOT analysis and process improvement recommendations; leading to technology review.
• E-commerce on-boarding and communications strategy, implementation and monitoring for 6000 defense subcontractors. Result with hand-over completed: 300 suppliers using the system and 800 registered.
• Business development of e-services portal for professional services industry. Technical definition, solution testing, customer pilots and marketing.
Jon has a Masters in Engineering and an MBA from Cranfield, qualified in Prince2 and MSP, fluent in French and is an associate member of the Institute of Directors.
Brian is an expert in Organisation and Change. The first half of his career was in HR management, from personnel officer in a Ford plant to HR director of a UK organisation and an overseas corporation. The second half has been in consulting – with PA, Touche Ross, IBM Global services, Atos Origin and independently before joining Jamesford. He works on re-structuring, developing and re-focusing organisations, and on improving performance and relationships in public and private sectors. He provides change management advice and support to complex change programmes maintaining a practical balance between the needs of the organisation, the customers and the people.
The following is a small sample of his projects:
• Developed a merger strategy for two previously competing retail organisations. Developed a new service culture using re-defined vision, values and behaviors, and enhanced personal accountability for outcomes and for managing people.
• Engaged customers, employees, and managers in assessment of reasons for poor delivery, customer dissatisfaction, low morale, and bad results. Developed new customer-centric organisation, and improved management of end-to-end processes.
• Designed process to reduce lead time for new products from four years to two years by encouraging enabling teams and functions to work constructively together in parallel, rather than sequentially and sometimes competitively.
• Helped Chief Executive engage whole management group (200 people) in a re-think of how organisation needed to work in order to achieve its goals in a reduced market and changed international environment. (Purpose, vision, goals, values and management behavior. Facilitation of workshops of up to 200 people at a time.
• Assessed reasons for apathy amongst workforce. Designed way to communicate new business strategy of a global engineering company to the whole workforce in a manner that stimulated the involvement of everyone in making it happen.
• Introduced internal HR shared services department in a global insurance broker. Facilitated new roles, responsibilities and working relationships.
• Implemented Service Level Agreement process that had confidence of customers, users and service providers, within the context of a long term Outsourced IT Contract.
Brian is a graduate in Economics, Politics and Modern History, BA, CMC, Fellow IMC. He has trained in Business Management, H.R. Strategy, Performance Management, Process Consultation, Advanced Team Building, Real Time Strategic Change, and Facilitating Complex Change, much of it at NTL Institute, USA.
Alison specialises in personal and organisational development and her career has spanned both the public and private sectors. Initially training in Healthcare Management she then joined IBM as part of their Management Development team. Her career developed through sales into general management and she has lived and worked in many countries around the world. Her 25 year’s experience of developing people has been complemented with various non-executive positions including seven years as Chairman of Frimley Park Hospital NHS Trust, forming the Trust Board and leading it through a period of substantial change and growth including the integration, both physically and culturally, of a new Ministry of Defense Hospital Unit (MDHU) into the Trust. Alison’s passion for developing people and organisations continues and she coaches senior executives from a wide spectrum of backgrounds to develop and realise their potential as well as supporting organisations in the management of change.
Assignments have included:
• Working with the Board of an NHS Trust in preparation for Foundation Trust Status
• Working with Board members to support them through the merging of three mental health trusts.
• Acting as Coach to senior executives within the Health Service
• Facilitation of reconfiguration of service delivery model for a training and career development company
• Service redesign of complaints procedure for the Child Support Agency
She is an accredited trainer in Leading and Developing High Performance, is an Insights Licensed Practitioner and has a Masters degree in Healthcare Management.
Peter helps clients envisage, plan and implement significant change affecting their people and organisational goals. He set up his consultancy Manor Resources in 1989 and has worked with a range of clients across the public, private and not for profit sectors. He started his career in HR roles in the private sector and worked with electronics, retail, pharma, ending as Resources Director of a US business, directing HR, IT logistics and sales support.
Recent assignments have involved the design and delivery of change management programmes where the emphasis has been on fitting strategy, organisation, culture and people to deliver new visions and objectives. These projects have included, for example:
• Designing and delivering partnership workshops for NHS Trust directors and their PFI funders and FM partners to create a common approach to delivering and improving high quality patient service whilst also balancing the sometimes-different objectives of the partners.
• Design and deliver of a culture change programme for a financial services business which needed to bring together in one coherent organisation divisions which had been acquired and allowed to build their own successful but independent businesses. The focus was on effective working together and delivering customer value.
• Working with HR directors in major plcs to change their role from a support activity to a business partner and using technology to improve their processes and reduce costs.
• Project managing a major change and restructuring programme with a major newspaper chain faced with declining circulation and internet competition and then the recession. This project involved changes in how work had traditionally been done in the newspaper industry, new roles and re-organisation and significant reductions in staff numbers.
• Facilitating leadership and strategy workshops with diverse organisations including a major media organisation; one of the big 5 consultancies developing new partners; law firm partners; property management business seeking to improve services to tenants whilst reducing costs; and the directors/senior management of a specialist consultancy moving from public to private sector as an MBO.
• Project managing the relocation from East London of the largest business affected by the 2012 Olympics. The business was Asian-owned, employed 120 staff, all male and of Asian origin and where the languages of the factory were Urdu and Bengali. He successfully managed the diverse cultural issues involved on behalf of the family-owners.
He uses the MBTI and leadership tools extensively to help people understand that apparent difficulties are usually differences which they need to work at to ensure that they and their organisations increase their effectiveness.
Stephanie specialises in facilitation, training and coaching in the fields of teams, leadership and organisational development. She started her career in the banking sector working in a range of line management and learning and development roles, where she gained experience in both hands-on leadership, team development and change management as well as the design and delivery of training programmes. She left this sector in 2001, working first as a freelance trainer and career coach and then, in 2005, becoming Director of Smarter Networking Ltd, a consultancy focused on networking training, coaching and mentoring. In 2009 she decided to move back to her first passion, working with organisations, teams and individuals to enhance performance, profile and organisational culture.
Having undertaken an MSc in Human Resources, Stephanie has also gained experience in research methods, including developing questionnaires, conducting focus groups and research interviews – all of which she has since utilised in some of her development projects.
Recent assignments have largely involved the design and delivery of training and coaching programmes, focusing on leadership, team development, stakeholder relationships and influence and impact. They include:
• Creation of a personality questionnaire aimed at establishing preferred networking styles
• Design and delivery of a culture change and team development programme for a local authority senior management team, delivered via coaching and facilitated team events
• Design and delivery of a number of courses, both face-to-face and on-line, for Business Schools and Universities (largely MBA and PhD students) on career development and business
• Coaching and facilitation assignments on international leadership and negotiation courses for a major business school with their corporate clients, including review and feedback of 360˚
• Facilitation and coaching for a Police Authority Senior Management Team as part of their organisational change programme, including design of and feedback from 360˚ questionnaire
• Design and delivery of training programmes for a major global strategy consultancy, delivered across Europe and the Middle East, covering all aspects of interpersonal skills including stakeholder engagement, influence and impact, self-awareness, teaming and leadership
Stephanie is a Chartered Fellow of the Chartered Institute of Personnel and Development and a Member of the Association for Coaching. She holds an MSc in HR, is a qualified performance coach, mediator and practitioner of a number of personality profiling tools (Myers Briggs Type Indicator Steps 1 and 2, 16PF5, WIS).
Christian is a brand specialist with over 20 years experience in the business. His focus is the understanding and interpretation of the client brief, client account and work-flow management on brand and web projects.
His understanding of both the planning stages and practical application of visual identity and key messages across an organization, are coupled with the ability to assess the task and apply the correct tools to deliver change as well as ROI.
Recent assignments have involved corporate brand strategy and application to content managed websites, for example:-
• Building brand strategy for Churston Heard (now part of Jones Lang LaSalle), building brand awareness and both internal and external comms tools, over a period of 4 years, leading up to a £20m acquisition by JLL.
• Brand design, web design, database strategy, SEO strategy delivery and ongoing management of a BIS (formerly DTI) sponsored project – TrustMark.org.uk. Ongoing over the last 5 years.
• Design and ongoing implementation of a brand strategy for Euphorium Bakery – North London based bakery chain.
• Design and implementation of an employee photographic competition for National Grid (over 20,000 employees), helping create and deliver a bespoke online Photolibrary/Photo competition resource.
He is a BA (Hons) graduate of Kings College London, in addition to which he is a member of the FRSA.
Mike is a seasoned Global Marketing Director with a successful international career of over twenty years. Much of this time for GlaxoSmithKline as Director in their Consumer Healthcare division with responsibilities for strategic growth in their Global Brands. He started his career with Colgate-Palmolive in New Zealand progressing to a senior Marketing role in Australia. In 1995 he joined SmithKline Beecham where he thrived in the world of Global Brand Marketing that also encompassed integrating acquisitions and mergers. Mike left GSK in 2008 to join Jamesford.
Recently Mike has provided expert advice on marketing and brand retailing in Japan to Bain & Co. Notable projects Mike has directed include:-
• Development of a branded television format including the integration of sponsor messaging and related licensing opportunities.
• Developing ‘Fusion’ a behavioural change programme to create a culture of innovation within GSK Global Brand Teams.
• Directed a media buying pitch between the 3 largest Japanese advertising agencies resulting in £10 million savings over 3 years.
• Led the cross-border team that developed the successful global branding and launch strategy for the GSK Nicotine Lozenge. Sales rapidly grew to over £50million at year one.
• Developed the GSK CH global marketing Competency Framework to drive marketing capability and underpin the new ‘Brand Edge’ programme.
He attended Victoria University in Wellington and The University of New South Wales, Australian Graduate School of Management. He is a Business Leader in the Marketing Society, an Educator at Gerson Lerhman Group and holds the Institute of Directors Certificate in Company Direction.
Sandra specialises in brand development and repositioning, customer insight and the delivery of front-line initiatives for both the public and commercial sector. She applies her extensive global experience to help her clients deliver their ‘brand’ promise to internal and external stakeholders across the UK and the world. She has done impressive work in the gathering and analysis of customer data and the design of marketing initiatives which is based upon the evidence gathered with her Datanomics tm tool.
Sandra started her career working for British Telecom as a Senior Marketing Manager, developing the BT brand to address 525,000 business customers and managing all of the corporate communications to businesses in the UK, internationally and latterly, to the UK Public Sector. She has deep sector experience in travel, entertainment, leisure, professional services, media, construction, financial services, oil and energy, IT and Telco and manufacturing, as the marketing director responsible for these sectors. She was headhunted by Cable and Wireless to head up Business (sector) Marketing and then International Marketing. She was subsequently headhunted to a US company based in the UK, the 3Com Corporation and then poached by a UK Consultancy firm to head up their marketing practice for the Public Sector.
Globally respected for her marketing innovation, the Wall Street Journal said she put the ‘marketing verve back into the 3Com Corporation’ after a world-wide staff campaign to reposition the company and its products.
The UK Times Higher Education supplement called her a ‘marketing guru’ for her brand work in the Higher Education sector.
As a consultant, she has been an advisor to the National Health Service and the Department for Works and Pensions on brand positioning and communications.
Recent assignments include:
• Strategic reviews and options appraisals across the public and commercial sectors, including Health where she worked with the National Health Service on moving nurses from diploma to degree status and the positioning of the image of nursing within that context;.
• Work with a Private Equity Firm on a commercial merger
• Commercial assessment of the travel industry for a potential airline
• Brand and marketing work for over 60 Universities and Further Education Colleges in the UK
Sandra completed a postgraduate degree (MA) from Antioch University (USA) and took her undergraduate degree at the University of Maryland (USA). She is a member of the Chartered Institute of Marketing and the Institute of Practitioners in Advertising and she sits as a Board Trustee for several national (UK) charities.
Chris is an experienced marketing consultant and business leader with 15 years experience driving high growth businesses in Internet, Software as a Service and Telecommunications. His core skills are in Go-To-Market strategy and deployment, e-commerce methods, on-line and off-line marketing, brand development and demand generation.
In the last 5 years he has held senior consulting roles at a number of multi-national businesses including Vodafone Group and Cisco Systems helping them launch new internet-based services as well as assisting funded start-ups such as GoHello (all-mobile phone system), in establishing new and exciting brands internationally. In 1988 he started his business career in advertising and consumer research, working for global marketing strategy and communications leader WPP group before progressing into a number of senior Marketing Management roles. These included Marketing Director for Anite PLC (where he held responsibility for 12 business operations) and IBM as European Marketing Director. Later in 1996 he became a founder of on-line software and VC funded ComponentSource, where his role led to the establishment of a substantial e-commerce business with over a million unique users, business operations in 3 time zones and on-line sales support in 5 languages.
Chris specialises in Go-To-Market (GTM) strategy, planning and implementation to connect businesses with their customers based on their unique value propositions. His experience in the development and marketing of e-commerce services has enabled him to develop key skills and processes that create successful customer interactions; from first contact through to service fulfillment and retention. Examples of relevant experience include:
• Vice President Sales & Marketing, ComponentSource, the world’s largest on-line reseller of software development tools. This role involved the foundation and development of a global brand across 3 time zones resulting in the creation of $25 million e-commerce business through key partnerships, on-line and offline marketing.
• Go-To-Market lead Vodafone Group, the world’s leading international mobile telecommunications group with 340 million customers, where he managed the GTM strategy and marketing deployment of a joint Vodafone/ Microsoft On-line Services suite of products into several, major European markets. Result, 15,000 seats sold in first 12 weeks from launch.
• Managed Services Lead Cisco systems, the worldwide leader in networking where he managed marketing budgets and plans for emerging markets. Result, exceeded target with over $200m of revenue generated from campaigns and sales operations executed across 20 countries.
• Marketing Director IBM, the largest information technology employer in the world, where he managed a ten-strong marketing communications team to support channel and direct sales in selling mid-sized business solutions.
• Sales and Marketing Director (DK, UK), GoHello, an award-winning start-up that invented an all-mobile phone solution. This role gave him responsibility for the leadership and management of the sales team and marketing including; on-line and off-line customer campaigns, e-commerce capability, CRM development and brand creation. Result, doubled sales in first 3 quarters and won several, key industry awards including; GTB Innovation Award, Red Herring 100 Europe, VON’s Innovation Award, Gartner’s Cool Vendor.
• Group Marketing Director, Cray Systems (Anite PLC) provides a range of IT solutions to Wireless and Travel sector organisations across the globe. He was responsible for Marketing and Communications for 12 vertical businesses located across Europe. He launched numerous products and services and orchestrated the successful re-brand to Cray Systems of several subsidiary businesses.
Chris studied Business Studies with International Marketing at Greenwich University.
Adrian is a Branding Marketing and Communications specialist with a track record of building strong brands internationally with blue chip companies such as Jaguar, Duracell, Visa, Citibank and Fortis. Adrian is highly experienced in working across complex/changing organisations. He has a history of developing strong marketing teams by creating an environment where Marketing/|Communications is respected and valued both internally and externally, driving excellence through marketing discipline and a return on investment focus.
Most recently, he headed Global Branding & Communications at Fortis where he was responsible for Brand & Marketing Strategy, PR and Communications, creating a new Marketing & Communications department and driving both Internal and External branding. Adrian left Fortis in 2009 and is now provides Branding, Marketing and Communications expertise as a senior member of the Jamesford team.
Recent assignments include:
• As GM/CMO of Global Branding & Communications at Fortis, established new global marketing/branding and communications department with 85 people and revised governance and interaction model. Introduced new marketing policies and increased effectiveness by focus on marketing ROI.
• Working on a consultancy basis, re-engineered Visa CEMEA marketing department to meet new strategic needs via new procedures, processes and governance model as regards partnering with business lines. Introduced 18 month planning process, and methodologies for creative and media excellence. New creative during this period received Bronze Award for outdoor at Cannes Advertising Festival in 2006.
• Recent M & A experience, developing the Communication organisation and strategy in support of the ABN AMRO acquisition as well as transition and integration plans.
• At Citibank established new Regional Marketing Department to support varied and diverse region with a strong global brand and implemented strict marketing planning and approval processes combined with post campaign evaluation. Use of metrics to justify programmes & demonstrate success on hard tangibles as well as ‘softer’ measures. Introduced new media disciplines, improving skills and efficiency (led to c. 10% efficiency on spend.) Leveraged best practices, transferring success regionally to maximise efficiency and reducing wastage.
• Key member of Gillette Global media review in 2002 leading to appointment of new agency- (+ 15% efficiency for Gillette on $400 million budget).
• As Director of Global Brand Development at Duracell introduced new product and brand strategy worldwide as well as new zonal packaging and initiatives to drive retail experience via enhanced merchandising.
• At Duracell, established a centralized Consumer and Trade marketing team across Europe following a detailed re-engineering programme. Pan-European promotional reduced promotional costs by $1.5 million). Introduced standardized policies and procedures for creative, media and promotions. Duracell advertising consistently scored highly in Millward Brown Link tests.
• Established pan-regional marketing department a plan development for Duracell in Germany, Austria, Benelux, Switzerland and E. Europe. Introduction of Trade Marketing & Merchandising with new metrics based approach to marketing.
Adrian has a B.A. Honors degree in International Marketing & French from the University of Greenwich. He is fluent in Italian, French, German and English. Adrian will also be a judge at the 2010 European Effie Advertising Awards.
