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

Qatar Airways

Internal Communications Specialist

Delivering communications, driving engagement and managing employee brand touchpoints

Internal Communications Officer

- Internal Communications 
- Internal Marketing
- Employee engagement strategies

Internal Communications Cord.

Idea Crate

- Heading the Marketing Team at Idea Crate.
- Responsible for Marketing and Communications of brands Orange Wheels & Orange Spin.
- Planning & execution of marketing & media plans for new projects. 
- Corporate engagements & tie-ups.
- Part of the core management team responsible for identifying new potential projects and 
   conducting the necessary research to determine feasibility. 
- Managing, coordinating and liaising with PR agencies. 
- Directing all the content development and planning for both brands. 
- Responsible for managing all aspects of digital & social media.
- Planning and developing yearly marketing calendars.
- Media planning & buying.
- Responsible for customer engagement strategies.

Marketing Lead

Sporting Clube De Goa

- Responsible for branding communications. 
- Developing and executing marketing strategies to exploit revenue opportunities 
- Sponsorship management, commercial tie-ups etc.
- Delivering various presentations, both internal & external.
- Club liaising and networking in relation to marketing & media related activities
- Digital marketing - Ensuring an on-line presence of the clubs through website, social media and 
  other possible platforms.
- Fan engagement through on-line and offline activities.
- Developing & executing a detailed marketing & media plan involving ATL & BTL activities. 
- Managing all press & media relations 
- Preparing and maintaining press releases on matters related to the club (Matches, players, 
  coaches, other club activities)
- Developing various mandatory reports and content generation for media and press. 
- Organising Pre & Post Match Conferences, or any other club related events for publicity.
- Responsible for Club Operations covering areas related to Match Day, Regular Management,   
  Player Management  
- Supervised & successfully completed the entire Indian Club Licensing Procedure.

Manager - Marketing and Media

M.E.S College - Department of Management Studies

Faculty for subjects like Business Research Methods, Advertising, Corporate Communications & Consumer Behaviour

Visiting Faculty

Salgaocar Football Club.

- Club liaising 
- Local organizing coordinator for I-League. 
- Headed a complex document management system for the club. 
- Successfully completed the Indian Club Licensing Procedure. 
- Handling player transfers and registrations related to Salgaocar Football Club with AIFF. 
- Handling International Transfer Matching System. 
- Responsible for public relations pertaining to player management.
- Assisting in media & marketing operations of the club.

Club Administration/Operations Officer

Fabindia Overseas Pvt Ltd

• Responsible for new business development by creating strategic partnerships with clients.
• Improving and sustaining public relations with clients to ensure repeat orders.
• Responsible for managing marketing and bulk sales of multiple products across segments like home decor and furnishing, garments, FMCG etc.
• Responsible for managing and coordinating with various Fabindia stores to improve
conversions on institutional inquiries.

Goa Head - Institutional & Corporate Sales

Vasco Inbox - Fortnightly city news paper

Part of the core team involved in establishing and launching this venture, responsible for idea and content generation, carried out branding and promotion related activities, involved in client management and public relations.

Business Consultant & Core Team Member (Start up)

Go Search

Part of the core team involved in establishing and launching this venture, undertook designing and conceptualizing marketing campaigns for brand promotion, responsible for business development and sales of multiple products, managed and coordinated operations of day to day sales activities.

Goa Rajee Auto Pvt. Ltd.

Responsible for marketing and sales of Honda motorcycles & scooters in Vasco region, designed and executed small level marketing campaigns to promote and push sales of slow moving products, did field study and market research to understand customer requirements in order to introduce festive / end of season offers and discounts, interacted with corporate clients and delivered product presentations for institutional purchases.

Branch Manager

An optimist, storyteller, avid reader and forever learner. Taking baby steps with my storytelling as an 'Instrument of Change'.

My why in life - 'To help people be more happy, connected and inspired about everything they do in their daily lives.'

Currently on a mission to transform workplaces through engaging internal communications & tailored employee experiences.

Also championing a digital product and crafting impactful digital experiences across the employee journey. 

Hit me up for a conversation on any of the above topics. 

Let's create an impactful employee journey together. 

Visit my website/blog to know more. - https://reachshivdas.com/

Views/Opinions/Thoughts expressed in my posts are personal.

Sivadas R

If your message has five 'final' versions, you don’t need another draft; you need a content system.

We don’t lose time writing

We lose it rewriting the same paragraph, the same disclaimer, the same 'what this means' line again and again.

When internal comms is bespoke every time, you get drift.

Five versions, three 'final' files, and a message that changes shape with every channel. 

That’s not consistency. That’s roulette.

Build a content design system: reusable blocks, one source of truth, versioned.

Think in modules: 
Why 
What’s changing vs. not 
Who it impacts (by role) 
Action & by-when 
Owner 
Effective date 
Source of truth 
FAQ. 

Assemble the blocks for each audience. 

Channels point back to the canonical page. 

Stamp each with owner + last updated. 

Now changes update the block, not a dozen emails.

Do-this-now takeaway: create a one-page 'Comms Blocks' template and make it the required starting point for any policy or change note this month. 

Measure fewer rewrites, faster approvals, and cleaner handoffs.

Stop rewriting. Start assembling. Consistency is a service.

#EmployeeExperience #EmployeeEngagement #InternalComms

Internal Communications | Employee Experience and Engagement | Marketing | Product Owner

Defaults are the quiet policy.

What opens first tells people what matters.
What’s prefilled says, 'We value your time (or we don’t).'
What the system remembers signals trust.
What it forgets creates friction and blame.

You can publish values all day, but your UX tells the truth about your culture.

If every login is a maze, you’ve prioritized control over flow.

If forms ask for data you already have, you’ve chosen bureaucracy over respect.

If the homepage points to noise, you’ve chosen activity over outcomes.

Change the defaults, change the behavior.

Do-this-now takeaway: run a 15-minute Default Audit this week.

Open your top three employee journeys (start of day, request leave, find policy).

Note: first screen, required fields, what’s remembered, time to done.

Fix one default: set the right homepage, prefill known fields, pin the 'source of truth.'

Small defaults compound into big experiences.

Design them on purpose.

#EmployeeExperience #EmployeeEngagement #InternalComms

When updates are written to avoid blame, you get careful prose and careful people.

Careful doesn’t ship. It stalls.

Hedging, passive voice, and ‘for awareness’ protect the sender and transfer all the risk to the reader. 

Now managers must decode intent, invent next steps, and guess who owns what. 

That’s not communication. 

That’s liability management.

The job of an internal message is simple: create movement.

✅ Name the trade-offs. 
✅ State the choice. 
✅ Assign the next step.

One easy fix: add a Job Line at the top of every important update. 

For: who it’s for 
Do: the action/decision 
By: the date 
Owner: the person 
Source: the link.

If you can’t fill it in, don’t send it yet.

Write to be accountable, not unassailable.

Because messages built to dodge blame rarely build momentum.

#EmployeeExperience #EmployeeEngagement #InternalComms

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Phil Mottram

Sivadas R

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