Some background

1. Centre for Leadership studies - Europe
leading-change.co.uk
Some example projects
Atotech GmbH (Elf)
Creating and implementing a strategy to maintain and grow a dominant presence in
all world markets for process plant producing PCB’s. Working with the Board and
business teams from around the world to develop and implement business
improvement strategies in their respective markets.
Argos plc
Planning and implementing the “hive out” of Argos plc from BAT. Strategic
management and team development for plc and operating boards. Leading the new
Argos Distributors Ltd board to create and deliver a new 5 year plan extending their
retail concept to a new mix of formats, and refining their distribution capability.
Building the managerial and staff capability to deliver the results required at every
level.
Abbey National
Working with Directors, Regional, Area and Branch teams to transform Abbey
National from a Building Society to a retail bank. Leading and implementing major
changes in the retail network. Developing management and staff capability to
develop improved customer loyalty.
British Olympic Association
Strategic development with the board, to review and focus their future aims, and
develop the operating principles that underpin the way they work together. Develop
specific business actions that would enable them to fulfil their purpose more
effectively.
Ciba Geigy
Working with the executive and management teams of the UK Company to create in
their words “a culture of excellence” in Ciba-Geigy plc and its subsidiaries. Working
with the top 180 managers and directors in the UK to develop leadership,
performance management and people skills; and with manufacturing and sales
functions in key divisions to enhance key account management.
easyJet
Working throughout the business with people at every level to improve service
delivery and peoples’ capabilities to sustain it at a time of rapid growth.
Working with the Chief Operating Officer and his key team to build the leadership and
communications capability within flight deck, cabin and airport operations. Working
with them to develop the strategic and operational framework in readiness for further
rapid expansion. Developing new thinking and applying new ideas to the way in
which all staff contribute to delivering a unique easyJet experience to passengers.

2. Centre for Leadership studies - Europe
leading-change.co.uk
EGB – European Golf Brands
Working with the Management buy-in team and Private Equity partners to create and
plan future strategy which would form the basis of a sustainable future and
significantly enhance business value. This concluded with a new strategic plan
created, planned and implemented and new investors acquiring the business for over
six times its value three years earlier.
Fujitsu Services
Working with the Senior Vice President Human Resources and his team to transform
this Global business into a truly high performance business led by an exemplary
functional team as role model. Providing the leadership and business models and
methodologies to help support the process, and act as a part time member of the
functional lead team.
GKN
Working with the CEO of their OffHighway Division to accelerate the business to
global sales of £1 billion with a 10% net margin from its 5 product centred business
units. As a part time member of the lead team, help develop and embed the strategy
need to achieve the growth, grow the team’s business and leadership capabilities,
and develop the business unit teams, each led by a Managing Director.
Go Ahead Group
Helping the board design and implement further changes to maintain the position as
London’s best performing bus company, and grow the capability to sustain that
performance over the foreseeable future. Introduce new business development
thinking and ideas, developing peoples business and leadership capability
throughout.
Hillarys Blinds
Working as a member of the group and operations boards to accelerate the value of
the business - “going further – faster” to quote the core brief. Hillarys was the subject
of a management buy-in/buyout, and the work was to build on the buy in plan and
extend it to the 3-5 years beyond that plans horizon. The aim was then to help lead a
successful subsequent exit. The work covered a period of 2 years and included
envisioning the future business position in its markets, creating and planning the
strategy to deliver its future, embedding that plan throughout the business,
coaching/leading/mentoring the group and operations boards to succeed, and
developing the senior management to both deliver operational performance whilst
leading its future development. It culminated in an exit at the end of 2004 significantly
beyond the investors expectations.

3. Centre for Leadership studies - Europe
leading-change.co.uk
Home Retail Group
Working with the CEO and his team in Customer Services Division of the largest
multi channel retailer in the UK, to help transform the supply chain service delivery
and after sales support performance to customers to an exceptional level. Leading
workshops to create and plan the service delivery strategy to meet the group’s
individually branded retail companies needs (Argos and Homebase). Embedding the
changes needed in all areas of the service delivery organisation from suppliers to
warehouse operations, and from home delivery teams to contact centres.
Knorr Bremse
Helping the Senior Team to focus on developing operations at the Bristol plant.
Working extensively with manufacturing teams to manage out production problems:
to improve teamwork, productivity and customer service.
Ladbrokes
Enhancing the customer experience throughout their betting shop estate, and
creating the staff capability to sustain it.
Lancôme and L’Oreal
Developing a shared vision and plans to deliver it: market and sales development:
enhancing customer service and embedding brand values through the actions taken
by all staff throughout their retail operations.
Lloyds TSB Group
To provide the methodology to coach some processes, tools and techniques for
managing complex information and decision-making, engendering creativity and
innovation, planning and implementing improvement through a personal development
project.
London Buses Limited
Work with the board to privatise London Buses. Creating the new companies,
recruiting and training the new management teams. Developing business plans for
each business and implementing the first phase of those plans.
London Underground
Preparing the organisation for potential privatisation through a variety of projects at
every level. Creating multiple business units, their strategic and operational plans
and the teams needed to deliver them. Introduce enhanced Leadership Development
throughout with a bedrock of workshops, managed experience on core projects and
team and personal coaching; becoming a member of a number of management
teams in the organisation.

4. Centre for Leadership studies - Europe
leading-change.co.uk
National Express Rail Group
Work as a part time non-executive member of the lead team, supporting the CEO to
grow the team’s business and leadership capability whilst developing a revised
strategy in the changing railway transport sector in the UK and Europe. Run
business, leadership and market strategy workshops with the lead team and its
divisional Managing Directors to create, plan and embed the new strategy and the
skills needed to deliver it.
PPP Healthcare
Leading the re-branding and re-launch of the company and it’s products and
services. Designing and implementing new ways of working throughout to deliver a
much enhanced customer experience.
Rover Car UK
Project to design and facilitate the new Rover 75-launch platform for the Dealer
Network. Develop dealer teams to meet the needs of a new customer base, and
embed brand values in all that they do.
Shell
Working with the lead team responsible for operating and maintaining the NAM gas
field as the centre of European profitability, helping them to manage the change to a
European wide Shell organisation, and take on the specific issues related to
managing the depletion of a mature gas field’
Working with the Business and Organisation Development team in the European
organisation to help embed the new structure and processes amongst the senior
leaders and the teams – in all business, functional and operational areas.
Siemens Business Systems
Facilitating International strategy, business development and sales and marketing
conferences for audiences from 15 to 450 people, summarising at key points and
providing keynote inputs through session presentations or after dinner speeches
Southern Railway
Working with the lead team to reposition the railway in its market, developing the
organisation as an exceptional place for passengers, employees, investors and the
local communities. Helping to build the operational and management capability that
focussed on a reliable, safe, punctual and well presented service delivery to
customers at all times through highly motivated people capable of leading and
operating the processes and people that make it happen.
United Biscuits
Work involved the development and implementation of a 5-year plan for the IT
Directorate. Specifically, to ensure the department was structured to support the
changing needs of the UK business.

5. Centre for Leadership studies - Europe
leading-change.co.uk
Virgin Atlantic
Preparing the management team to lead a new phase of development in the
business. Revitalising customer service and the support needed from all functions in
the business.
Volvo Car UK
Projects include strategic development throughout the UK business at Senior Team,
Support, Area and Network level. Specific work involved helping to revitalise the UK
Dealer network, devise performance measures for Dealers, enhance corporate
account retention and enhance service from Dealer Support Consultants.
Warner Lambert
Work involved strategic development with the Board and performance improvement
with manufacturing shift teams.
West Coast Traincare/ Alstom Transport Ltd
Implementing the changes required to enable this joint venture between Fiat and
Alstom to meet the demands of maintaining existing stock for Virgin Trains, and
building the new fleet to be supplied from 2001 onwards. Applying those changes at
every level of the organisation.