Operations Change Agent
FoundationsTom· United Kingdom· hybrid
A cross-industry process transformation leader, specialising in rapid diagnostics of operations to highlight and then deliver targeted and lasting benefits. If technology ambition is ahead of operational reality, cost to serve is too high, growth is constrained by key individuals, or your operations are just not delivering, Tom specialises in closing the gap. Recent examples include identifying and delivering c.£1m of savings within a mid sized PE backed building services firm, 50% reduction to colleague onboarding time for a growing European bank, €600k capacity release for a banking operations team. Tom is also the preferred operational partner of a successful UK AI deployment firm, where he accelerates operational capability for their clients in order to leverage AI opportunities Tom is an ex transformation leader at Accenture and KPMG, a former Director of a UK Legal100 law firm, and with a Lean black belt and a degree from a top 3 UK business school.
Operations transformation for leadership teams who see service operations compromising their ability to deliver on strategy, cost or quality.
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The work I do
We work with executives of mid-sized firms and their technology and strategy consulting partners to unpick complexity in processes and rapidly position for simplification and scalability - Rapid discovery scan to identify key opportunities and ROI. - with a plan for how to accelerate performance Can then design and deliver targeted process and ways of working system improvements, to accelerate with confidence. This: - Delivers targeted, strategically aligned, rapid high ROI - Gives management the focus, tools, capability and resource to deliver the operating model continuously - Enables to build on the solid platform to green light major system or model investments with confidence, e.g. expansions/growth, new technology investments, automation, AI tools, outsource or offshore - Targeted strategically aligned process improvements -
Problems I solve
- The impact of cost from ineffective operations
- Cost to serve
- Productivity absorbed by rework, handoffs and bottlenecks
- Customer and regulatory inconsistency
- Outcomes depend on who does the work, not on reliable processes
- Strategic execution gap
- Clear objectives, but teams struggle to deliver consistently and at pace
- Inhibited or risky operational scalability
- Technology ambition ahead of operational reality
- Excitement around digital or AI, but core processes and ways of working are not ready
- Growth constrained by key individuals
- Too much expertise sits with too few people, limiting scale and increasing risk
- Risk of losing value at sale or acquisition
- Preparing for sale or investment
- A need to articulate how the business really works, and reduce operational risk
- Post-acquisition integration
- Embedding consistent, repeatable best practice without disrupting the business
Who I work with
Mid sized businesses who have a disconnect between their strategy and their operational capability, whether through growth, strategic changes, new regulation or rapidly changing technology landscape
What I bring
- I deliver rapid and focused insights for improvement that enhance operational performance., Identified c.£1m capacity saving opportunity within a 2 week diagnostics for a top UK logistics firm
- I lead transformations that mobilise and shape end-to-end processes, driving efficiency and effectiveness., Reducing onboarding time by weeks and salary review time by months for a market leading European bank
- I integrate operations with new technology capabilities to support sustained growth and excellence., PE back building services firm, saving c.£1m
Featured
Commercial
- £250 / hour