Commercial Interim Profiles
Jo - The Commercial Interim
With over 20 years experience in Commercial Management within
the IT user and supplier markets, Jo has particular expertise in
privatisation/regulation, outsourcing and strategic business planning. These
areas often encompass significant corporate re-structuring and change
management, in which she has substantial experience. She has a strong
analytical approach, coupled with an ability to deliver.
Jo has recently completed a 15 month assignment as
Contracts Director on a major PFI deal. A main development agreement needed
to be augmented with individual tailored PFI contracts with 42 user
organisations. Despite Central Government reorganization and other pressures
within the client's business, this was launched successfully.
Previous interim roles include Bid Management for an IT
Consultancy/Services company, which was successful. She established a
Customer Services Department for major telecoms accreditation body, ensuring
it was taking a more customer focused approach within its new competitive
market. Many assignments have involved development of business plans, cost
benefit analyses and risk assessments. Her career has also had a strong
contractual element throughout, with development of standard Terms &
Conditions of Sale (and Purchase), Service Level agreements (SLAs), Joint
Ventures, Partnerships and Distributors/Re-sellers agreements.
Maarten – The Marketing / Account Manager Interim
Maarten
has extensive experience in the telecoms market. Having previously worked as a Finance Channel Manager he was
responsible for the product development of the finance content in eight
countries. Through creating and maintaining relationships with the main
content providers, Maarten developed a good understanding of the UK telecom
and business market. While working in
London he was responsible for product strategy along with its business
development.
He
has extensive negotiation skills having secured contracts with major
suppliers. Maarten was also project manager on the successful pilot scheme,
where an ISP ran their application via mobile phones.
Maarten previously worked in The Netherlands as a product
manager and the producer of finance, sport and traffic information channels
for a mobile phone company. He was also involved in the business development,
running four pilots with a bank on the mobile phone portal.
Working
as a marketing product manager has enables Maarten to develop his change
management skills making him an effective leader with a track record of
successful delivery.
Peter – The customer service delivery Interim
Peter is a skilled trouble-shooter and problem solver
who specialises in helping organisations align and manage activities (people,
processes, services and systems) to meet customer needs and strategic goals,
including developing customer-focused strategies, business process
re-engineering, balanced scorecard and people management.
Working at both strategic and operational levels, he has
extensive expertise as a European Service Operations Director/Manager in
improving customer satisfaction, customer relationship management (CRM) and
the effectiveness of customer service delivery units and call centres.
Although these skills have mainly been acquired working for IT
multinationals, they are readily transferable to other organisations in the
private and public sectors.
He is regarded as a team player and obtains results by
focusing staff on the customer, building co-operation across departmental
boundaries, and giving staff clear performance standards to help them achieve
measurable, sustainable results. He encourages participation and buy-in from
staff by involving them in problem-solving, identifying solutions and taking
responsibility for both their personal performance and the performance of the
whole team. He has worked with and managed people from many walks of life,
nationalities and cultures in both unionised and non-unionised workplaces.
He is an effective project and change manager and is
credited with many notable achievements including managing a support centre
team to increase customer satisfaction from 76% to 83.5%, employee
satisfaction from 65% to 76%, empowerment to 85% and revenue by 12% over £3.5
million target. He also initiated
numerous customer satisfaction improvements in a £35 million customer service
and call centre operation (24 call centre staff, 150 total), including
reducing service readiness time from months to days and achieving a £3
million reduction in inventory.
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