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.
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 […]
ABB’s Distribution Transformers business ($1bn turnover) was world market leader, but losing ground and insufficiently profitable. Nick led a team that identified fragmentation of marketing and production (33 factories in 27 countries) as the key barrier to improvement. ABB had not kept pace with the consolidation in its customer markets caused by deregulation. The team […]
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 […]