4BI Solutions

Working as a consultant, led an engagement to diagnose, design and mobilise a new, agile operating model and enhanced data analytics capabilities, delivered through the Azure cloud services platform.

Led extensive value stream mapping to surface data use cases along with digital and business initiatives, with quantified hard benefits, along with a delivery roadmap and associated business case to deliver.

Created high-level data architecture and managed the delivery of client reporting through a data portal, using Power BI embedded.

Managed senior stakeholders to develop an agreed 2-year vision and target operating model including high-level business, technology and data architecture.

Business Transformation Consultant

Gobeyond Partners

Leading project teams and clients to diagnose, design and implement large-scale change across processes, people and technology.

Enabling culture change and operational transformation by coaching operational excellence tools and techniques to front-line managers up to heads of department.

Lean Transformation Consultant and Coach

First Central

Led data management implementation across all business functions, which enabled the delivery of new Power BI reporting and data science use cases.

Designed, developed and implemented a bespoke data management framework based on the DAMA industry standard.

Created a capability map, documenting the strategic design of new data management capabilities and baselined organisational maturity.

Designed and implemented forums, processes, policies, tools and metrics that delivered the data management operating model across the organisation.

Identified and co-ordinated a team of Data Stewards, who developed and applied standards for data modelling, data dictionary usage, and data cataloguing that resulted in the accelerated delivery of value-added data products.

Data Management Lead

HSBC

Led an extensive operating model review of the bank’s retail complaints function.

Identified opportunities to improve complaints processes and operating model resulting in FTE savings, and reduced compensation expenditure.

Designed target operating model and led initial changes across a ~300 FTE business.

Business Transformation Lead

AXA UK

Led a project team in the diagnosis and design of a new target operating model for a motor claims operation.

Used value stream mapping and efficiency analysis to baseline performance and identify opportunities for improvement.

Coached the project team and the business in Lean ways of working, which resulted in a significant reduction of work-in-progress, customer delays and increased levels of operation efficiency.

Lean Transformation Consultant

Unipart Group

Using Six Sigma and Lean within a project management framework to lead change which results in tangible business benefits for Public Sector and Financial Services clients.

In particular providing subject matter expertise and guidance in the excecution of "Voice Of Customer" approaches (Quality Function Deployment) to develop customer driven high level KPIs.

Also, using Value Stream Mapping to understand the current state of highly complex financial service processes, identify opportunities and design future state concepts and principles into client processes.

Lean Consultant

Royal Bank of Scotland

Lead and deliver large scale Lean Sigma projects on complex processes with multiple dependencies, focused on improving Customer Satisfaction and Business Efficiency.

Manage stakeholder relationships and a team of project managers to deliver the wider project objectives.

Process Improvement Manager

Jaguar Land Rover

Led production assembly line team to achieve challenging production targets in Safety, Quality, Delivery and Cost.

Used lean tools and techniques on a day-to-day basis in a world class lean facility, recognised as being amongst the most productive car plants in Europe.

Production Manager

Identified and undertook various Six Sigma projects focused on driving down warranty costs through the analysis of root causes and reduction of manufacturing variability.

Predominantly focused on the Chassis and Trim engineering disciplines, the projects focused on using the DMAIC methodology and managing stakeholders from multiple disciplines to resolve issues and drive down warranty cost.

Six Sigma Black Belt

I am an experienced leader in all aspects of Business Transformation, with a strong ability to engage stakeholders and align the organisation behind a compelling vision and case for change.

My typical engagements are target operating model focused, and over the years have been able to develop an approach that drives change across business, technology and data architectures. Through it, I am able to quickly find opportunities that can amount to tens of millions in benefits through increased operational efficiency, while improving customer experience.

My approach comes with a well-developed framework and a variety of pre-made workshop materials that can accelerate delivery and bring alignment when complexity levels are high.

I use a Lean-Agile approach, with an emphasis on developing business agility, that brings together business, technology and data analytics teams, enabling them to deliver more value, earlier and more often.

Phil Mottram

Reson8 Ltd

Associate Consultant

To identify simplification opportunities and build the right solutions that reduce operational costs and indemnity spend as well as improve the claims customer journey. Some of the initiatives included: -
-Outsourcing of work to external partners
-Failure demand reduction initiatives across Claims
-Recoveries Improvements
-Process improvements alongside AXA Claims new operating platform (Guidewire Claims Centre)

Simplification Programme Manager

To set up a framework, approach and a new team of 12 Continuous Improvement Change Agents across the claims function and build on the success and momentum of the BWOW programme. To work alongside the leadership’ team to ensure benefits and initiatives align to the business strategy.

Head of Continuous Improvement

To support Operations and work alongside KPMG in the delivery of a Better Ways of Working lean programme across the Claims estate (6 sites, 14-week deployments) focusing on creating 20% capacity and coaching and implementing 10 operational design standards that improve the business, the staff experience and the end customer’s experience.

Stream Lead (Better Ways of Working)

Equiniti

To develop and implement an effective change management strategy in order to land change across the business. Partner with internal and external stakeholders to support the delivery of change and ensure Equiniti receive full value of third party products and services, Work with the Exec to prioritise change programmes and with leaders and operational teams to help manage organisational and cultural change. Agree and implement benefits realisation plans with key stakeholders to show the value of the change.

Head of Business Change

Mobilise and manage a Lean / Opex team and the methodology to drive Operational efficiencies and Customer Improvements. Programme manage multiple projects from initiation through design, implementation and to sustainability. Manage senior stakeholders and provide insight to Clients.

Senior Lean Improvement Manager

Partner with senior internal clients to deliver deep sustainable customer experience transformations through pan-bank projects and build solutions that change critical customer services, improve Bank effectiveness and generate measurable financial benefit

Coach project stakeholders on customer insight and solutions, operational excellence, cost and profitability, operating model best practice and on continuous improvement techniques to ensure delivery of sustainable benefits

Key Achievements

	Led a transformation team to identify and realise 21% capacity for Private Bankers (Coutts UK) to spend more time with clients. This subsequently led to an additional £49 million income in 2015. Simplified processes, removed waste, reduced handoffs and improved overall operational effectiveness.
	Implemented 23 solutions in line with the Lean 5 lens methodology, influenced CEO (Coutts UK) and his leadership team to rollout pilot solution to a further 31 locations across the UK. Received excellent feedback for the financial benefits, project execution and the approach to engagement.
	Completed an End to End review of the year end accounts production in order to reduce the time taken by 12 days against a target of 10 in line with regulatory requirements, this was to give the Chief Financial Officer (CFO) an earlier view of business performance. Ensured that the right inputs are in place, optimised the process and built a timetable to manage the new way of working.
	With my passion for coaching and seeing others succeed, I have coached 6 colleagues to successfully pass Lean Enterprise Research Council (LERC) accreditation as well as mentored 5 graduates as part of the RBS graduate program.

Lean Leader

To ensure high quality execution of business change projects, delivering improved customer experience, productivity, staff engagement and control. To work in close collaboration with the business; leading or contributing to specific elements of diagnostic analysis, technical design and implementation of sustainable, customer oriented improvement areas.

Senior Lean Change Agent

Delivery of c.20% capacity on multiple projects through customer centric transformation across multiple business types ranging from Finance, Corporate, Markets, Coutts and Operations.

Lean Change Agent

Daily operational management of a dynamic Sales and Service credit cards department, looking after 10 managers, 120 staff and 12m active customer accounts covering multiple customer propositions

Customer Service Manager

Accredited by the Lean Enterprise Research Council; a results focused innovative leader with 24 years’ experience of leading People, Programmes, Projects and Business departments. A transformation & change specialist who leads from the front to take ideas from concept through all the phases in the change lifecycle and design and implement robust and sustainable customer and business improvements.

♦	12 years Change Management experience improving business across multiple sectors including Insurance, Banking, Outsourcing and Manufacturing
♦	12 years Operations Management experience successfully leading managers and teams of up to 120 people in Sales and Customer Services environments
♦	Strong communicator, with a talent for breaking down silo thinking through facilitating and connecting discussions across senior stakeholders
♦	A natural coach with a passion for inspiring potential and developing people to realise the best from them and form long-term productive working relationships 
♦	The strategic ability to develop, deliver and evaluate Change programmes
♦	Trained by McKinsey and OEE on Lean 5 Lens and Operating Model methodology, enabling effective coaching of others to deliver benefits and build a continuous improvement mind-set
♦	An influencer of change with the aptitude and confidence to coach staff at all levels from C-Suite to Operational staff.
♦	Guest lecturer for the last 7 years at Herriot Watt University supporting the Strategic Project Management MSc with a focus on dealing with the practical challenges and application of Change in industry
♦	A consistent high performer viewed as a ‘top talent’ in various roles and across different businesses
♦	A Gallup accredited coach for Strengths finder who regularly coaches others and who’s top 5 Gallup Strengths are Arranger, Communication, Positivity, Maximiser and Activator

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The Battle

Phil Mottram

Ansar Chaudrey

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