change

Apr 022016
 
Strategic plan - Family owned engineering company

Assisted the CEO in detailing a strategy and translating this into short- and long terms plans for (international) expansion and the associated scale-up of the organization. Facilitated periodic progress reviews and adaptation of the plan in co-operation with CEO and management.

Mar 012016
 
Global SaaS HR systems rollout - Major Bank

The Bank needed to replace its core Peoplesoft HR system, which had been in use for many years and was heavily customised. A set of SaaS solutions including Workday, beqom and SabaCloud was chosen, in line with the Bank’s IT policy to focus more on core banking systems and less on support functions such as HR. […]

Dec 012011
 

This anaesthetic supplies business was insufficiently profitable. A key cause was that large sums had been spent on the development of ‘high value’ products that were not performing in the market. Nick redesigned the product portfolio with as key element a lower price point for one of the non-performing high value products. The benefits obtained […]

Sep 012011
 
Lumesse - Jump-start of Sales Operations

Lumesse (then StepStone Solutions), a leading European provider of talent solutions, was acquired by HgCapital in 2010. The new owners required strong growth from Lumesse, both through organic growth and through acquisitions. Rapid growth in turn required professionalisation and standardisation of the sales process and sales management, and the effective integration of current and previous acquisitions. […]

Apr 012007
 
HR Shared Services Improvement - Major Oil Company

Nick led a series of projects as part of a global program to improve the performance of HR Shared Services within a major oil company (100,000 employees), including standardization, process re-engineering, deployment of SAP HR, new customer intake and ultimately offshoring to 3 global hubs.

Apr 122005
 
Restructuring of public-private partnership (certifying body)

Conducted a strategic review and subsequently assisted the CEO in splitting the activities of a public-private partnership into two parts: a non-profit foundation aimed at creation and maintenance of standards, and a commercial operation competing with other market parties for certification business. Reviewed a certification scheme whose management was due to be taken over by […]

Apr 122002
 
Service-oriented turnaround strategy drives acquired business to market leading performance

Led a project to develop a turnaround strategy for a recently acquired ailing business unit of a fast-growing manufacturer. The key element of the new strategy was providing better service than the competition. Companion initiatives included cost and asset reductions, new positioning and a new performance-based pay structure. The project was immensely successful; profitability exceeded […]