About Stuart
Stuart Mitchell.
Operations & Transformation.
I lead transformation that brings business priorities, operations and technology together. My work involves designing and implementing services and operating models that improve performance, working across people, processes, digital, data and AI. Financial services is my primary focus, alongside experience in utilities, infrastructure and healthcare.
Find what needs to change.
Lead it through.
I have built and led transformation capability inside a bank. As Vice President and Transformation Partner in a global technology and professional services business, I led work across digital, data, AI and operating-model transformation, with senior client leadership and commercial responsibility.
My remit has included assessing transformation opportunities across wholesale and retail banking, and owning the transformation blueprint for an international customer-finance operation. This brought service consolidation, digital, data and AI choices together with the commercial requirements of the delivery model.
My work has included front-to-back mortgage redesign, operating-model implementation affecting around 900 people and recovery of a customer-operations transition covering around 1,000 FTE. That recovery developed into a wider operational, supplier and commercial remit. In healthcare, I led a whole-hospital improvement programme and built its improvement academy.
I have worked within organisations and alongside their delivery partners. Several assignments have grown from an initial recovery or pilot into wider operating and transformation responsibility. My role is to identify what needs to change, agree who must act and lead implementation.
See the work I have ledMy approach
The financial case and the service
need to make sense together.
I start with what the business needs the service to deliver for customers and commercially, then work with operating owners and teams to understand where performance is being lost.
Service design and the operating model bring those choices together: how work flows, the roles and decisions needed, the controls required and what technology, data and AI should enable. These choices need to be worked through together and carried into implementation.
For an AI-enabled underwriting service, I defined the operating model covering the initial scope, workflow, decision rights and points for human review.
I work with Finance and the delivery team to establish the result. If we release capacity, we need to agree how the business will use it. If expenditure needs to fall, we need to identify the decisions that will take cost out while protecting the service.
How I would work with youNon-executive appointments
What I would bring
to the board.
I am pursuing NED opportunities where my experience in operating performance, transformation and complex service delivery would be useful.
My contribution would centre on constructive challenge: whether strategy can be delivered, whether investment is translating into results, and whether the organisation has the capability and controls to sustain its performance.
I am developing my board practice through the Exceptional NED programme.
Discuss a non-executive appointmentA first conversation
Tell me what needs
to be different.
Tell me what the business needs to improve, what is already under way and where progress is stuck. I’ll give you a straight view on whether I can help and what responsibility I could take on.
Useful starting points
- What does the business need to improve?
- What change is already under way?
- What responsibility do you need someone to take on?
A 30-minute conversation with Stuart to understand the work and whether there is a fit.