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Relevant experience

What I was asked to do.
What changed.

Selected examples of operating improvement and change recovery. Each sets out my responsibility and the result achieved with the wider team.

01 / Retail banking

Redesigning the route from application to offer.

40%+

Reduction in application-to-offer time through the wider mortgage programme.

Relevant when

Improvement depends on changing how work moves across service, data and technology teams.

The situation

A mortgage operation had a manual journey, avoidable pending work and too many hand-offs. Improving customer service and processing performance required coordinated change across the teams running and changing the service.

My responsibility

I led the front-to-back redesign of mortgage origination with service, data and technology colleagues. My remit connected operating design, delivery priorities and benefits assurance, working with the leaders responsible for the service.

The work

I brought process and customer-journey design together with data, workflow, automation and technology expertise. The work connected the changes needed across the journey to implementation priorities and benefit tracking with service owners and Finance.

The result

Application-to-offer time reduced by more than 40% through the wider mortgage programme. The work linked operating redesign to implementation across the service and its delivery partners.

I led the operating redesign. Service leaders, implementation partners and operating teams shared responsibility for implementation and the results.

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Related readingWhat is released capacity actually worth?

02 / Regulated services

Getting an operating-model change implemented.

c.900

People moved into the redesigned operating model.

Relevant when

A redesigned operating model needs to be put into practice across a large service team.

The situation

A regulated customer-remediation service was under pressure from backlogs, quality and compliance requirements. Recovery required changes to how work was organised and the implementation of a redesigned operating model across a substantial service team.

My responsibility

I owned the change-recovery plan with the bank and led operating-model redesign, readiness and implementation. I worked alongside the engagement’s delivery lead, who held overall engagement accountability.

The work

I led diagnosis and redesign across workflow, capacity, automation, performance management and decision rights. This extended through business and change readiness to the transition of around 900 people into the new model, coordinating the bank, service and delivery teams.

The result

Around 900 people moved into the redesigned model. The programme recorded approximately 60% productivity improvement and 20% quality improvement following implementation.

My responsibility was change recovery and implementation. The operating outcomes were achieved by the combined bank, service and delivery teams.

Discuss a similar challenge
Related readingIs the benefits plan executable?

03 / Utilities

Recovering a difficult offshore transition.

Transition stabilised

Recovery delivered with client leadership, the supplier and operating teams.

Relevant when

Work is moving to a supplier and the service is deteriorating during the transition.

The situation

A customer-operations transition covering around 1,000 FTE was failing as work moved from the UK operation to an offshore delivery partner. It spanned front, middle and back-office teams, while the service continued to handle customer demand.

My responsibility

I was asked to lead transition recovery with the UK leadership team and delivery partner. My remit subsequently expanded into operating performance, transformation priorities and supplier management across a wider client and supplier operation covering several thousand FTE.

The work

I led parallel running, the offshore ramp-up, the UK ramp-down and productivity recovery with client and supplier teams. In the wider assignment, I took on central operational oversight and partner-management responsibilities, covering supplier performance, backlog remediation and commercial recovery.

The result

The transition was stabilised, and the assignment expanded into the broader performance and supplier-management remit. Subsequent work addressed operating backlogs and supplier commercial arrangements, enabling recurring cost reductions through changes delivered with client and supplier teams.

I led recovery priorities. Client leaders, the supplier and operating teams delivered the changes together.

Discuss a similar challenge
Related readingRecovering a transition while the service keeps running

04 / Healthcare

Building improvement into the organisation.

Internal capability

An improvement academy and framework adopted by the organisation.

Relevant when

You need improvement skills and routines to remain inside the organisation.

The situation

A large acute hospital needed further improvements in care quality, service and efficiency following an earlier turnaround. The work required changes to clinical operating models and sustained involvement from clinical and management teams.

My responsibility

I led the whole-hospital transformation programme and capability development, working with executive and clinical leaders. My remit included the transformation framework, improvement academy and clinical operating-model design.

The work

I designed the framework and built the academy, coaching and training clinical and management leaders to lead improvement themselves. The programme used clinical champions and project leads from the working teams, with time set aside for improvement activity.

The result

The wider programme engaged thousands of staff across hundreds of improvement projects. The academy and framework became the organisation’s recognised improvement approach. The programme also delivered realised savings alongside service improvements.

I led the programme and capability development. Clinical, management and delivery teams owned and implemented the individual improvements.

Explore how I work with existing teams

Client identities, dates and commercially sensitive detail are withheld. Selected figures are rounded. The examples distinguish my responsibility from the results achieved by the wider teams.

A 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.

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Useful starting points

  1. What does the business need to improve?
  2. What change is already under way?
  3. 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.