Flex Manager
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Interim Manager

Interim Manager

Work Experience

Job history:
1996 to present MGH Consulting
Managing Director
1994 to 1996 Coopers & Lybrand
Management Consultancy Division
Principal Associate
1989 - 1994 Erskine House Group (Office Equipment)
Area Service Director
1985 - 1989 Rank Xerox
District After Sales Manager
Call centre Manager
Key experience:

David has considerable line management experience in after sales service and logistics operations, gained in `blue chip' service environments. Experienced in project management, developing and implementing service and logistics strategies. Used to full P&L responsibility, he has successfully improved profitability whilst raising service levels to both external and internal customers. He is an experienced manager having successfully overseen the implementation of major change initiatives.
Since working in consultancy he has continued to build upon his After Sales Service expertise and worked on major assignments involving operational reviews, benchmarking, strategy development and operational improvement in the IT, Office equipment, Medical, Telecommunications and High Tech sectors.

Relevant experience:
1996 to present
Customer and channel partner focus groups
MGH were commissioned, by a major IT services company, to develop and run a number of focus groups across Europe. The objective of the groups was to understand how the client could gain competitive advantage across EMEA through its partner service accreditations. The output from these groups has enabled the client to reshape the channel strategy with confidence that it will meet both end customer and partner requirements.
Parts cost benchmarking
MGH were commissioned by a major European IT company who had recently outsourced their complete spare parts logistics operation. The client was keen to ensure that they were being charged market rates for the spares they were using. They also wanted to ensure that the inventory costs for bids was competitive. MGH facilitated joint party meetings and developed a costing methodology agreed upon by both parties. MGH continues to run regular pricing reviews.
Worldwide warranty benchmarking study (2000)
Based on the previous study David enhanced both the qualitative and quantitative sections of the study and expanded the IT modalities covered. The participants of the 2000 study included (ADIC, Apple, Compaq, EMC, Exabyte, Fujitsu-Siemens, Hewlett Packard, IBM, Sun Microsystems). The study involved a close analysis of both operational and financial methodologies and processes and has enabled David to build up considerable experience of Best in Class processes.
Frame network service provision
MGH Consulting was commissioned to make an independent assessment of the range and quality of services provided by a major frame network provider. This involved developing a detailed assessment process that covered each area of the services provided and agreeing the assessment criteria with both the client and their end customer. The assessment criteria are now in use across the division and are being used to assess the performance with other customers and to develop improvement programmes.
Worldwide after sales logistics benchmarking study (1998)
Based on the success of the 1997 study David conducted another worldwide study reviewing logistics cost and performance in the after sales service logistics arena. The participants included Amdahl, Compaq, IBM, ICL, NCR, Sun Microsystems. The study successfully compared a wide range of logistics key performance indicators and processes and has become an industry measurement standard. MGH has been asked by several participants to re-run the study in 2001.

Strategy development for IT supply chain outsourcing
A major UK company specialising in end to end supply chain management for a non EHT sector commissioned David to assess the opportunities of expanding their offering to cover the IT sector. This included market sizing across the major EHT sectors (IT, Copier, Medical Diagnostics, Telecom, White & Brown goods), analysis of process opportunities and the development of a supply chain offering for each sector.
Channel partner audit programme for a major IT company
David was commissioned to design an audit programme to assess the Enterprise Services capability of existing and potential channel partners. Having designed the audit format and all of the supporting documentation David then worked with the client team to audit all channel partners in the UK. This work then spread to the European operations and is still ongoing. To date MGH consulting have completed over 50 channel partner audits across Europe.
Service delivery strategy for a major IT company
David was part of an Andersen Consulting team commissioned to develop a service delivery strategy for a rapidly growing IT company. The development work included analysis of market sizes and requirements. From competitive analysis and mapping the client's core processes across Europe, the team developed a service delivery strategy that covered both direct and channel delivery. This work has been pivotal in enabling the organisation to move from pure product supply to a solutions oriented services business.
World-wide X-ray tube benchmarking study
David designed the structure and scope of the first benchmarking study ever conducted in the X-ray tube manufacturing industry, ensuring compliance to anti trust law. The study developed industry wide measurement standards and developed key improvement plans for each participant.
Supportability, warranty and best practice analysis
David acted as technical adviser to Andersen Consulting in developing questionnaires and maturity profiles to conduct a pan-industry study into warranty, supportability and hardware service delivery best practice. The study developed a database of industry best practice processes. From an analysis of warranty expense as a percentage of product revenue the study investigated the key drivers of warranty expense. This included looking at delivery processes by modality, including; product design processes, product call centres, field and centralised repair. The IT companies participating in the study included; IBM, HP, Compaq, NCR, SunMicrosystems.


1994 to 1996 Coopers & Lybrand
Redesign of a major IT vendors call handling process
David led the work of re-designing the total call handling and screening process for a major IT vendor and service provider. This best practice involved an in-depth understanding of the best practice in call handling and screening and developing the vision into a practical staged plan.
1994-1996
Global Customer Service Benchmarking Study (AFSMI)
Manager of the global study for IT and photocopier clients. The study has included over 80 different country service organisations from 42 companies. David has managed and conducted reviews in the USA, Europe and Japan. The output of the study has provided detailed analysis of client processes in comparison to sector and industry best practices. This has enabled the identification and initiation of important strategic and tactical improvement projects.
David has been responsible for the development of the approach, the management of a large portfolio of clients, training of internal and client staff in the methodology, and for the continuing expansion of the project across new companies and sectors.
Service, logistics strategy and operational improvement
David has worked with the majority of the largest IT service providers and carried out several operational reviews dealing with everything from strategy to detailed process improvement. The work encompasses the enlisting of the respective service organisations including hardware, software and customer services.
1996
Re-design of the volume products division of a world leading service organisation in order to align the key processes of the organisation to the changing business situation and realise a tangible competitive advantage. Utilising the best practices discovered and developed from the AFSMI operational reviews this assignment assisted client teams in the mapping of existing processes and in optimising performance from short term opportunities whilst assisting in project managing the overall process re-design utilising the existing client methodology.
1994 - 1995
Author of an international publication on benchmarking in the after sales environment, detailing the work of Coopers & Lybrand in association with the AFSMI. Published April 1995.

1994
Lead consultant on a Process re-design project for a major IT services provider covering all service and logistics processes. This involved a full assessment of the key business processes setting up key client teams to target quick win areas, whilst assisting the client project team in the overall management of the project. This assignment resulted in complete re-design of the materials management and call handling processes, reducing stock by 30% and improving call avoidance performance by 40%.
1994
Manager of a review of a leading worldwide IT vendor's process improvement strategy and plans. Involving a full assessment of the existing methodology and its strengths and weaknesses and advising on improvements to the methodology, strategy and overall process communication.
1995
Full operational review of a leading After Sales Service organisation involving each function and associated process. The review focused on the relative performance of each process and the existing performance metrics used to measure the process resulting in the design of a complete Key Performance Indicator Hierarchy for each level in the organisation with congruent goals and measurement at all levels.
1989 - 1993
Erskine House Group
In depth experience gained whilst managing the service, logistics, and suppliers sales functions of the largest independent supplier of photocopies and facsimile in the UK.
Considerable man management experience with responsibility for 140 staff and full P&L responsibility for an £11 million turnover business.
Implemented significant organisational and operational changes to amalgamate 3 independent service companies into a single service operation, thereby reducing the cost base by 10%.
Developed the national service strategy, managing the service project group in the design and selection of a combined service, logistics and accounting management system. Gained board agreement to the overall re-design of the service organisation and processes facilitating cost savings in excess of 15% on a national basis whilst allowing the organisation to compete successfully on national accounts.
Negotiated sole supplier agreements with key suppliers resulting in procurement savings of 20% whilst improving customer satisfaction.
Fully responsible for the achievement and ongoing maintenance of BS5750 in two separate companies and direct service delivery to a customer base of 10,000.

Responsible for all machine and spares inventory achieving stock reductions of 30% whilst improving service levels (measured on a first time fix basis) by 50%. Developed the national purchasing strategy and reduced inventory costs by 10% through sole supplier agreements.
1984 - 1989
Rank Xerox
Gained a thorough understanding of all functions of the company as a fast track graduate recruit, working in all service, logistics and sales functions.
Held two roles with line management responsibility.
Managed the North London Call Centre responsible for 8 staff and the allocation of 100 field engineers. Developed the National Service Control Strategy resulting in considerable cost savings with the implementation of a National call receipt centre with regional call despatch.
Managed the service department responsible for servicing Xerox drawing office equipment. Responsible for a team of 24 field engineers, improved customer satisfaction by 30% by reducing response times and improving first time fix rates

Education
Mechanical Engineering (Production) first class honours






Education

1st Class Honours Mechanical Engineering

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