With past projects and current clients across public and private sectors, we have helped end-users, stakeholders and delivery teams in pressured, remote, hostile, or evolving and fast-paced environments.
Whilst our approach to resource, planning, delivery and assurance services is largely sector agnostic, we have formed areas of specialism. Previous projects and experience include:
Insurance
A global insurer, with over 50,000 employees and 800 offices. Initially targeted by the CFO to help define their Brexit position by negotiating and contract managing their Brexit supplier, our scope was then widened. Charged with achieving a more competitive expense ratio to enable the organisation’s business model to be more resilient and fit to grow, we promoted a culture of cost consciousness, implanted expense disciplines and re-energised supply chain competition in day to day business.
Without getting in the way of writing business, we helped re-shape parts of the back-office business operations, and made process, IT system and cultural & behavioural change through ‘show and tell’ or ‘learning by doing’ knowledge transfer. It was vital that this was done at an appropriate pace to gain support at the coalface whilst maintaining ongoing sponsorship from the C-Suite. This resulted in a more balanced and manageable supply chain delivering better value for money and performance, improved cost control and contractual visibility, easier to follow procurement processes and repeatable savings.
Financial Services
A well-known financial services institution, part of our critical national infrastructure. Provision of specialist, interim resource to the Group Risk function to understand, categorise, report on and mitigate risk. Helping to identify, collect and assess cyber and technology risk data in order to help manage cyber risk. Assisting with fraud investigation work and providing support to the business continuity and incident management functions, producing guides and standard to ensure continuation of service.
Risk Management, Security and Remote Services
Consultancy and bid management support to the world’s largest privately owned security services company, a leading UK International Emergency Response, tracking, travel management and remote logistics company, and a worldwide language services, auxiliary logistics & manpower augmentation provider.
Advising and supporting the mobilisation and transition into service delivery of a major new programme of technical services for a prime contractor on behalf of a key government departments – to support the security of a partner nation.
IT Transformation and Cyber Security
The Houses of Parliament. Initially requested by the CTO to lead the business case for Cloud Infrastructure Transformation, our scope was widened by the Digital Service Director to interim manage the Cyber Security Programme whilst a new leadership team was formed.
Cloud Infrastructure Transformation - a £multi-million programme to modernize the organisation's infrastructure whilst reducing the cost of traditional data centres. This involved defining the work and starting off procurement and delivery with the programme team, internal stakeholders (MPs, their staff and our colleagues), Microsoft and a range of delivery partners.
Cyber Security Programme - primarily embedding the work of specialists and delivery partners into an updated plan, against which existing suppliers could be contract managed to start delivery or continue to deliver.
Transport and Logistics
London Underground (LU) and Transport for London (TFL). Delivering a change project within Ticket Office Programme to ensure service parity between ticket offices and machines. This also included liaison with TFL, LU, Train Operating Companies and the Mayor’s office, and supporting the negotiation with the Trade Unions.
Government, Defence & Emergency Services
Department of Energy and Climate Change (DECC). The initial scope was to provide contract management of the incumbent suppliers and manage their exit and the mobilisation and cut over of a new set of suppliers pending a procurement process.
With a six-figure annual funding pot, ministerial & policy requirements and press & industry scrutiny ensured a constantly evolving scope. We were soon asked to re-design and digitally transform the new project - whilst procuring it - extending the old contract to cover the gap; we also helped to close out a third project in the portfolio.
Cabinet Office/Government Digital Service (GDS). Setting up a PMO / Business Ops function for Common Technology Services (CTS) – CTS helps government depts deliver better value technology.
Our scope was widened to help its definition, separation from the wider business and mobilisation. Concurrently we helped to create suitable processes with Crown Commercial Services to reduce costs of technology contracts at renewal stage. We also supported the Government Property Hubs programme rationalise the Government’s estate – establishing depts in hubs throughout the UK.
PREVIOUS EXPERIENCE
Government, Defence & Emergency Services
With one of the Metropolitan Police Service’s (MPS) prime contractors. Helping to develop the strategy and mobilise the business capability by which Mayor’s Office for Policing & Crime (MOPAC) could make immediate savings to re-invest in front line policing. This involved designing a new security & facilities delivery and operating model, procuring a new supply chain (OJEU and TUPE), and transitioning in over 20 new contracts and suppliers on day 1 to an aggressive timescale and against a backdrop of staff and structural change in the client environment.
With one of the Ministry of Defence's prime contractors. A joint military/contractor team embedded at the Permanent Joint Headquarters (PJHQ), to deliver a worldwide, short notice, high readiness contracting capability in orer to provide the military with support when not operationally expedient or too politically sensitive to self-deliver by military means. One project made Defence substantial year on year savings through the design/build and operation of a vehicle and equipment ‘regeneration’ or servicing centre in South Afghanistan. This negated the rotation of vehicle platforms and equipment capabilities to Germany and the UK for deep repair and servicing. It involved commercially managing a range of Original Equipment Manufacturers and a Ministry of Defence trading fund to conduct the operation; contracting them to define ‘regeneration’ processes and standards whilst managing them to conduct the ‘regeneration’ work.
