Barry May has over 15 years of experience leading customer service transformation and digital improvement programs within local and central government. He currently leads the strategic development of customer services as the Head of Customer Services for the London Borough of Camden, where he has delivered significant efficiencies and improved customer experience. Previously he held roles managing purchase-to-pay services and led the implementation of new procurement systems. He is an innovative leader with a track record of managing change, delivering savings, and implementing customer-centric services.

1. Barry May Address: 3 Crewys Rd, NW2 2BD
Tel: 07979 801725 Email: barryjmay@gmail.com
Profile
A highly effective leader, delivering results and business change in large, complex organisations.
Experienced in finance and customer service transformation roles within the public and private sectors.
I have led major digital customer transformation programmes to deliver strategic outcomes for large
organisations and have a good track record of delivering significant savings within the public sector.
I currently lead the strategic development and improvement of customer services within the London
Borough of Camden (LBC) delivering significant efficiencies and improvements to the customer
experience.
One of my key strengths is my leadership style; especially with regards stakeholder relationship
management. I invest a lot of time in building support and employing different engagement tools to
obtain buy-in at all levels, building trust and enabling teams to work across organisational boundaries.
A strategic thinker, I have a passion for developing new creative and innovative solutions with a strong
focus on continuous improvement. A proven track record in the use of a range of data and insight to
develop strategy, manage risk and challenge the status quo. I enjoy being part of, as well as leading and
inspiring successful and productive teams.
Key skills, attributes and achievements
• I have excellent change management, leadership and interpersonal skills. Within the first year of
my current role I set up a new customer service division bringing together over 200 staff from
across 30 different services, managing a complex organisational change programme whilst
delivering £1.05m savings for the Council.
• I have strong stakeholder and negotiation skills. In my current role I obtained agreement, through
the Council’s Cabinet, for a further phase of a customer transformation programme to deliver
£3.4m year on year cost reductions. I led the delivery of this programme, achieving the strategic
outcomes and also gaining national recognition for its achievements.
• I am experienced in applying different methodologies to improve service delivery. I introduced a
new approach to service reviews for the Council; utilising systems thinking to eliminate waste,
reducing service costs by c25% within the Council’s finance directorate. This is now used as a
key improvement tool for major services reviews across the organistion.
• I am an innovative and creative leader; I have led large customer facing digital improvement
programmes, delivering multiple changes to improve the web offer and introduced new ways for
customers to access services. To enable this, I have championed the introduction of new working
practices with ICT partners, (agile systems development) which has helped deliver change more
rapidly and with greater flexibility to adapt to customer need.
• I am an inspirational leader; I have led change across large groups of staff and teams, that
embraces an ethos which puts customers at the heart of service design and delivery, influencing
core principles, corporate plans and priorities across the authority.
• I am flexible, employ a hands-on approach and am able to adapt to and work with a variety of
situations, individuals and teams as demonstrated by the successful implementation of a new
integrated customer service model whilst transforming LBC’s digital presence within the
community, enabling significant savings.
• I am strategic and customer-focused, able to deliver a high quality service which meets customer
and business needs.

2. Professional experience:
Head of Customer Services
London Borough of Camden
Feb 2011 – present
• My current role involves leading the on-going development of the Council’s customer access
strategy and programme, managing its delivery in relation to the customer service strategy,
coordinating the contributions of services from across the Council, delivering a new website,
online customer account and many other customer improvement initiatives.
• I also lead a service of over 200 staff, delivering the operational management of teams
responsible for the front line support for over 30 different Council services. Monitoring of
performance through key performance measures and ensuring effective coaching and monitoring
frameworks are in place to enable staff to provide highest levels of customer service.
• I champion a customer centric approach to delivery and design of services, co designing with
residents and businesses, improvements to ensure they can access services in a way that works
for them. This includes providing solutions that enable all our residents equal access to services
to ensure nobody is left behind as increasingly, services transition online.
• I am responsible for teams managing customer insight, corporate complaints, customer training
and recently overall responsibility for the Council’s external customer facing web and digital
products. Most recently I have added Registration services to my portfolio.
• I effectively manage budgets, up to £7m, ensuring funds are appropriately allocated, spending is
cost effective and planned budget is adhered to.
• I work effectively with internal and external stakeholders and partners to contribute to the
development of wider Council strategic policies and programmes ensuring the success of the
organisation as a whole.
• I provide expert advice and report on the Council’s delivery of customer service to Cabinet,
Councillors, the Executive and Senior Leadership teams to inform decisions, and ensure the
service provides best value to the Council and maximises benefit for customers.
Head of Purchase to Pay
London Borough of Camden
June 2007 – Jan 2011
• In this role I had responsibility to lead and manage the provision of an end to end Purchase to
Pay service across the Council, leading a large number of staff to deliver a professional,
customer focused and responsive service that delivered the business needs.
• I was responsible for delivery of cashable savings, through an organisational change and
modernisation programme, using systems thinking methodology which released efficiency
savings of c £400k, the equivalent of 25% of the service budget.
• I developed the Council's Purchase to Pay operating strategies and plans, formulation of policies
and processes that delivered efficient service operations.
• As part of the senior management team for finance and support I led change management
processes and reviewed ways of working - driving opportunities for efficiencies and developing
innovative solutions by introducing an electronic invoicing solution and purchasing card scheme
automating many payments and purchasing processes.
• I led and managed the performance and delivery of a high quality customer focused payments
processing and support service of c40 staff.

3. Purchase to Pay (P2P) development manager
BBC
Mar 2003 – Jun 2007
• Responsibility for the BBC’s eProcurement system, SAP Supplier Relationship Manager (SRM),
eSourcing solutions and electronic invoicing programme. Central Procurement was targeted with
£42m of savings, my role played an integral part in driving contract compliance and process
savings to enable the delivery of this target. Total external spend annualised at £1.2bn.
• As part of a large scale finance review programme, I managed the implementation of the
procurement modules of SAP SRM and the subsequent programme of continuous improvements
and developments to meet the organisation’s overall strategic procurement objectives.
• I implemented revisions to the P2P strategy to ensure the BBC had the most efficient solutions
and was adaptable to changing business demands and objectives. I implementing innovative
solutions and processes enabling this change.
• I managed teams of staff across various work streams delivering projects and operational
priorities.
• I managed the BBC catalogue strategy within SAP CCM to drive contract compliance to realise
£42m procurement savings. Manage the transition of all contracted external spend at the BBC to
eCatalogues where appropriate (end-user community circ. 4500). I delivered a specific savings
target of c£650k as a result of this.
Ariba Deployment Analyst, Data Manager & Web Content Coordinator
Pfizer UK
May 1999 – Sept 2004
• I was part of a large European deployment programme for a new finance and procurement
system, responsible for training and rolling out the new system to staff at multiple sites.
• I was responsible for content provision and management of the intranet, working with
departments across the organisation to ensure a consistent approach and framework was
followed.
• I was responsible for data management and insight for both finance and procurement
departments.
Outside of my professional career I volunteer and support two local charities in Kenya, developing young
people and building sustainable community projects. Although I do not visit and directly work on these
projects as much as I have in the past I still contribute through advice, sponsorship and completing
fundraising activities to raise money to ensure funding is provided for young people to complete further
education.