Dr Jason Carter (Board advisor or non-executive Director) or in a senior executive capacity (e.g. CEO,CTO or CRO, Program Director / Manager).
Dr Jason Carter - Curriculum Vitae
Prince 2- MSP – SSADM – ITIL - TQM- - Kaizen, Sigma Six, Lean Practitioner
Builds and manages global matrix teams via AGILE, SCRUM, JIT Methods:
Introduction:
CEO or CTO, Program Director / Manager, with a financial & IT background wholly dedicated to business turnaround, change, transformation and recovery with:- • A proven track record since 1995 of improving operating performance/profitability, negotiating financial restructuring and achieving successful business deliverables and disposals. • Considerable experience in advising directors of companies during financially distressed times. • Significant senior management experience across a wide variety of business sectors. • Keen analytical skills, an acute financial mind and relevant academic achievements. • Interpersonal skills supporting a highly effective management style. • A passionate interest in, and commitment to, each assignment undertaken.
Professional Affiliations, Qualifications and Accreditations:
Ph.D. Business Finance and commerce MBA, MSC Member of Institute of Directors; MSP Certification Member of Project Managers Institute PMP Certification PRINCE2™ Certification ITIL®: Certification Additional Advanced Training: Change, Risk, Quality and Financial Management; Contract Negotiation.
Approach:
Assignments are accepted either in a non-executive role (e.g. Board advisor or non-executive Director) or in a senior executive capacity (e.g. CEO or CRO, Program Director / Manager).
Each assignment has its own unique characteristics and requirements, however typically issues to be addressed may include some or all of the following:- • Developing and agreeing a strategy with incumbent management, investors, lenders and/or other stakeholders designed to maximise the financial outcome • implementing organisational and business process changes to improve operating performance • ensuring compliance with directors’ responsibilities particularly where solvency is an issue • financial restructuring of the business and, if appropriate, disposal of the business • Day to day management of the business.
Areas of Expertise and key skills:
Program & Project Management. Presentation & Communication. Business & Project Recovery/Reviews Stakeholder Management Strategic Planning Increasing Ownership & Staff Motivation Business & IT Outsourcing. Mentoring & Coaching Staff. Business Process Reengineering. Structured Disciplines & Practices. Business Integration (M&A). Building Teams (including virtual). Contractual/Commercial Management. Completer & Finisher.
Key Responsibilities:
Jason’s responsibility starts at the inception ‘shaping’ stage of the program /project lifecycle and extends through to business ‘handover’ as detailed below.
Shaping:
• Produces a Programme Definition Document (PgDD) to gain agreement to key components in line with the high–level definition for the programme and the business. • Identifies the need for plans and co-ordinates any ‘research’ activities required to drive out areas of uncertainty associated with the benefits case or the delivery solution. • Identifies and facilitates the assessment of delivery options before moving into the planning phase. • Works with the sponsoring business area to produce a Cost-Benefit-Risk Case (CBRC) and steer this through the necessary approval process. • Managing different stakeholder expectations and securing business buy-in.
Planning:
• Plans the implementation phase of the project lifecycle to ensure the programme / project meets the agreed programme and or Project definition and adopts appropriate best practice project management techniques in line with overall FM&T standards. • Liaises with business managers in affected functions regarding the assignment and alignment of resources.
Implementation:
• Maintains the overall programme plan in liaison with the Delivery and Project Managers - flexing the plan to ensure delivery of business changes needed to realise benefits • Monitors performance to ensure the programme / project meets the agreed plan and reports to the FM&T Corporate Programme Management Office (CPMO) on status, initiating management actions in response to the delivery and risk position. • To ensure adherence to corporate policies & standards for both programme management and wider business implications.
This includes completing any mandatory training and mentoring requirements for teams. • Ensures all expenditure commitments (orders, contracts, budgets etc) and all payments are properly authorised, controlled and monitored, in accordance with corporate governance & delegated authority requirements and the contractual relationship with 3rd party Solutions and Services. • Troubleshoots and manages schedule and resource dependencies and conflict between projects • Manages the benefit / Risk /Change / P&L / budget equation.
Handover:
• Ensures programme / project completion criteria are agreed and met with the affected business areas. • Establishes a benefits realisation plan for the programme which is a set of actions that need to be taken in the corporate divisions after programme handover in order for financial benefits to be realised.
Overview of skills, knowledge and experience:
• Expert knowledge of programme and project lifecycle, artefacts and techniques • Good / expert knowledge of structured project methodologies • Proven expert in identifying potential sources of risk and their impact on project success • Expert knowledge of sources of project complexity • Committed Independent Turnaround Executive with specific skills in working with companies in the unique circumstances of financial distress • Management of departments suffering from serious lack of financial control and reporting, often made worse by the absence of a cohesive financial team • Addressing business critical issues in the adverse conditions typical of the above. • Experienced in business recovery, financial restructuring, Business model redesign and optimisation, solvency considerations and business disposals • Proven expert in managing multiple stakeholders at all levels of the organisation • Proven to be competent with advanced budget control skills • Proven expert with planning, monitoring and reporting • Proven expert in detecting and resolving problems • Proven expert in quality management • Significant communication (verbal, written, listening) skills • Demonstrates expert Interpersonal / process management skills • Can interpret project management concerns and identify issues in a form that can be dealt with by senior management • Can translate design authority and change management issues into project actions • 20 + years working in programs / projects, change, M&A • Personally managed 32 + project manager successfully and their 350 project portfolio
Key Interfaces:
Internal How? Main sponsoring business unit / division within the business By ensuring that business buy-in and involvement is secured and maintained throughout, particularly during the shaping phase and programme financial approval All affected business units / divisions within the business As an ambassador for the programme, portfolio or project, managing the expectations and involvement of staff from Senior Executives to people impacted by the project is essential Delivery & Change Managers within the Programme By ensuring consistency and alignment throughout the programme Delivery Assurance Consultants By co-operating fully with any interventions by the Delivery Assurance Consultants and follow through on any resolution actions required as a result of the interventions Architecture Assurance (TAS) By maintaining alignment of FM&T activities across business lifecycle and ensure delivery adheres to architectural approaches and standards Other Programme Managers By sharing best practice and resolve any inter project / programme dependencies across FM&T FM&T Corporate Programme Management Office (CPMO) By providing appropriate reporting & visibility to ensure consistency across all programmes / projects in FM&T Contract & Service Management By ensuring alignment of FM&T activities across business lifecycle External How 3rd party Solutions and Services (SIS) Providers By ensuring appropriate understanding / delivery of any SIS deliverables required by the project / programme Internal clients By obtaining support on project and programme delivery
Competencies:
Jason competencies (behaviours and characteristics) have been identified as key to success in his career and past assignments. Jason demonstrates the competencies detailed below:
Jason’s is result orientated, having an influential and persuasive manner, with a professional yet approachable management style, comfortable communicating with senior management, operational personnel and extensive global exposure, analysing and developing clients at all levels.
Jason is commercially aware and business focused.
Planning & Organising:
• Able to juggle priorities and can concentrate on several areas of work at one time. • Is able to think ahead in order to establish an efficient and appropriate course of action for self and others. • Prioritises and plans project / programmes taking into account the degree of uncertainty, resource availability and inter project dependencies to ensure delivering within the time, cost and quality constraints. Leadership: • Demonstrates the ability to make things happen and is focused on the project / programme delivery. • Builds a climate of trust with project or programme teams and all other stakeholders. • Ensures inter project issues, conflicts and dependencies are fully identified and appropriately resolved, escalating where required.
Collaborate working & managing relationships:
• Experience of developing successful working relationships with a wide range of individuals and organisations, including contact at a senior / executive level. • Recognises the importance of sharing and disseminating information and contacts. • Takes care and time to maintain and develop existing relationships. • Is aware of, and shows understanding and respect for, other people’s needs and actions. Values individual differences. Actively provides opportunities for others to participate in group situations. Has an ability to establish rapport quickly and effectively with new clients/ people.
Resilience:
• Jason’s high levels of self-motivation, with the ability to work on own initiative. • Demonstrates an approach to work that is characterised by commitment, motivation and enthusiasm. Maintains personal effectiveness by managing own emotions in the face of pressure, set backs or when dealing with provocative situations. Flexibility and adaptability: • A willingness to be flexible in meeting the challenge of working across a diverse range of delivery teams. • To manage uncertainty and adapt the programme, portfolio or project where required. Communication: • The ability to get messages clearly understood by adopting a range of styles, tools and techniques appropriate to the audience and the nature of the information. • Makes communication timely and regular. Checks for understanding. • Listens, encourages discussion and two-way communication. Influencing, Persuading and Negotiating skills: • Proven negotiation skills. • Ability to present sound and well-reasoned arguments to convince others. • Demonstrates the ability to draw from a range of influencing strategies to persuade people to achieve agreement or behavioural change. • Listens to other points of view to gain understanding. Strategic Thinking: • Demonstrates a good understanding of the strategic vision of the Business and can correlate why the business / programme / project is required with the Business strategic direction. • Keeps up-to-date with developments in the outside world and considers challenges in the wider context.
With more than 20 years international consulting experience, across a variety of market sectors in the UK, Continental Europe ,Asia and the USA. He has served as Program Director/Manager and led numerous consulting engagements, these have focused on the areas of strategy, business transformation, M & A, business integration & restructuring, cost reduction, information systems strategy, IT and business process outsourcing and applications management. Collaborates at board and top-tier executive levels, functioning as catalyst in M&A, crisis, or troubleshooting capacities.
Led over 25 engagements covering:
Corporate Governance;
Customer Relationship Management (CRM); Manages periods of corporate transformation including IPO’s and expansion plans.; Implementations Management; Corporate Performance Management; Business Process Re-engineering [BPR]; Product, Program, Delivery, Risk, Service level & Vendors [SSLM]; and Transition Management (includes Legacy System conversions to ITIL/MSP/OGC standards); Billing Systems; Marketing; Procurement; Staff Development and Corporate Communications; Global Manufacturing & Supply Chain Systems; SAP R3 & MYSAP, APO, SRM implementations Sector expertise covers: Institutional, Local & National Government, Telecommunications, ICT, Chemical, Pharmaceuticals, Medical, Manufacturing, Retail, Oil, Utilities, Gas, Hi Tech, e Commerce, Environmental, Transport, Airlines, Research and Development of Hardware and Software product design, development and delivery, Automotive, Broadcasting, Banking ,Finance and allied industries.
Recent Highlights of Accomplishments:
• Complete ownership of architecture/infrastructure programmes from conception to delivery, value £1Billion P&L.
• Developed winning solutions, describing and communicating and selling of technical visions (includes business continuity and disaster recovery solutions) for leading LSE AND NASDAG 100 enterprises.
• Delivered over 19 programmes (including M&A, de-mergers, divestitures, transitions and cultural BPR change). • Generated significant client savings through innovative use of new technologies and methodologies, resulting in lower costs and increased percentages in profit margins. • Fundamentally reengineered the major business processes for; work scheduling, procurement and asset management. • Managed a dispersed and virtual team, ensuring that training was provided so similar methods and practices were adopted by all work streams •
Developed the implementation plans and ensured that the tools, techniques and skill transfer took place for the staff to continue the improvement programme. • Established the programme governance structure and provided “hands on” management of the full life cycle of the programme; requirement definition, RFI/RFP process and through to solution design development and implementation. • Reduced operating costs by millions of pounds, through corporate re-structuring programs, increasing efficiency of existing systems, and researching cutting-edge methods of improving productivity. • Created a Strategic Management Group responsible for defining, developing and implementing changes to the business operating model and the brand/marketing strategies.
Skills Matrix Cumulative years experience:
Program, Delivery, Change, Risk and Relationship Management - 20 Years IT Planning & Delivery (including migrations, streamlining; serves as liaison with manufacturers, vendors, and service suppliers and plans installation and maintenance of multi-site network structures ) - 20 Years 3rd party & Service Management (SLA) Contracts Negotiation (SSLM), Procurement - 17 Years Management Consultancy (including functioning as "company doctor," Business recovery, rescue - 16 Years BPR Design (includes full life cycle management to Prince II methodology for global rollout; reviews existing practices, identifies problem areas and resolves issues; BPI highlights involve IT & IS projects including implementations of ERP, Oracle's ,Siebel, JDE, SAP,CRM, eCom and VM Ware data centre consolidations) Corporate Governance, Interim Management/Finance/Transformation/Transition Management -19 Years Management & Deployment of WAN/LAN/Sans, WiFi, Mobile, 3G. Blade Servers, VM Ware - 15 Years
Founder of Flexible Resources Associates Consulting:
JAN 1995 - Present Overview: Associate Consultant with Cap Gemini and SAIC consulting practices, functioning as Client Advisor or Engagement Program, Delivery, Transformation and Operational catalyst specialist consultants in business transformation through the use of structured Program Management techniques in the Energy, Financial Services and Retail sectors. Bottom-Line: Delivered various diverse business & IT / IS transformation programs for corporate stakeholder BPI Leadership Competencies: BI [business intelligence], BKM [best known method], EDRM [electronic document release management], networking and SAP business consulting services in the context, most often, of complex restructurings. Lead integration following mergers, acquisitions, de mutualisation and divestures. By managing the impact of change on the culture and people within a business, ensure successful integration through analyses of deal due diligence, merger benefits, post-acquisition integration, carve-outs, vendor assistance, bench marking, vendor due diligence, Service Management (SLA) Contracts Negotiation (SSLM) Procurement, off shoring & outsourcing vulnerabilities and opportunities, corporate governance and bid support. Constantly generate complex analytical reports, spreadsheets, plans & presentations. Position Sought: Interim, Start up businesses, VC's, International, outsourcing, project & programme management, consultant, business integration, programme director. Scope: Completely managed end-to-end customer and customer-supplier relationships. Engagements range from pilot project introduction (budgets to €150M) to complete infrastructure reengineering and software development programs (budgets to €3B), e-Commence platforms development & deployment, Conceived and implemented call centre, back office, software life cycle development with offshore outsourcing, managed business relocations and integrations + value added professional services solutions to an elite portfolio of LSE AND NASDAG 100 and 250 clients:
Experian
Head of Product Management & PMO Practice (Program Director),
April 2008 –October 2008 Successfully setup / managed and delivered significant programs & projects work stream / portfolio and business change projects to outsourced and off shored transformation to hyper organisation, delivered major step changes to the business within a business change programme, Took prime responsibility for identifying, quantifying, planning and controlling all business related activity on a business change transformation programme and all specialist Change Management activity on the business change programme, Main Accountabilities and approximate time split Operating in accordance with the requirements of the Group & Change Governance Framework and mandated Project Management Methods and Tools (Prince 2, MSP,ITIL,AGILE, Waterfall and Change First as relevant). SETUP Program Management Office (PMO), Set up governance structure & control frameworks Directed delivery programs and 35 project managers and 5 support staff onshore & 250 offshore. Led in-house and partner (on- and offshore) resources. Ensured Quality Assurance and overall integrity of the programs. Developing, maintaining and managing the project/programme's communications and stakeholder strategies and plans (including key messages and content of project/programme communications, and overseeing the production of all project/programme communications). Assessing the organisation's capacity (collective and individual) to absorb the change. Business Change Resource Pool Line Management and Staff Development (Stakeholder management of the deployment teams within the channels (especially business units and group interaction functions) to maximize deployment. Line Managed selected individuals within the Business Change Delivery Resource pool, including Performance Management, Interim and Annual Reviews, Personal and Professional Development needs.
Cap Gemini ( Airbus Europe)
Transformation Director Sept 2007 – 29th Feb 2008 Executive Management & client advisor of day to day operations, Strategy planning, transition path, gap analysis and implementation & adherence of best practices & governance frameworks. VM Ware Program, Stakeholder management. Business optimumisation and Business process re engineering. Contributed to strategic differentiation and growth, effectively connecting IT's capabilities with the particular needs and requirements of the business model, ensured that the IT organizations, processes and priorities are appropriately aligned with the businesses to meet these ever-changing demands and strategies. Systems deployed and upgraded: SWIFT, SAP, ERP, BAU issues and support for the Strategic Cash Management application, Defining 5 year corporate strategy for CEO, Identification, Validation, support delivery of change and benefits ROI to clients, Tool Used: Balanced Score Card, SWOT, Monte Carlo Risk methods, Situational Analysis. Expertise in the design, development and implementation of large scale business transformation strategies, with specific knowledge of process re-engineering, accelerated solutions development and successfully managing cost reduction programs.
Troux Technologies,
Senior Programme Manager May 2007 – Sept 2007 Managed globally diverse resources, virtual teams and offshore development facilities to successful delivery of large software and hardware platform, Business and IT Transformation programs. Led in-house and partner (on- and offshore) resources. Led Application Portfolio / Program Management, including the full delivery lifecycle and setting up and running In Life operations/ infrastructure. Responsible for developing service lines/propositions and associated methods/techniques including; organisational change management, cost reduction, performance improvement and strategic planning. Responsible for leading a team of over 100+ staff and introducing common programme/project management disciplines, alongside IT/Process reengineering techniques.
BRITISH TELECOM / OPENREACH,
Programme Director 12 Months – April 2007 Business Engagement and IT/IS Strategy programme to establish ‘Open reach corporation’ brand and raise public and corporate profile. Led in-house and partner (on- and offshore) resources. Led Application Portfolio / Program Management, including the full delivery lifecycle and setting up and running In Life operations/ infrastructure. SETUP Program Management Office (PMO), Directed delivery program managers and support staff. Set up governance structure & control frameworks Ensured delivery / launch of a web-based portal presence and marketing channel in 3 months Developed project delivery process Ensure clarity of requirements, and programme scope Ensure clarity of business and customer need and project drivers Set up kick off meeting with appropriate resource to gain understanding of system implications Considered and proposed alternative delivery approaches (e.g. functionality by impacted system, offshore development, Test strategy) Chaired programme meetings Managed the production and agile development and internal and external marketing and communications across business and third parties. Successful track record of delivering value through hands on management of implementing major client change programmes in the UK and Internationally.
Littlewoods shop direct:
Retail Senior Programme Manager 15 Months – May 2006 Program Manager of a 15 month, business integration program of two large retail organizations. Set the overall business integration strategy and program governance structure reporting directly to the CEO. Mobilized a team of 200+ staff in fully integrating all aspects of the two businesses from Head Office functions, Marketing, Call Centers, Logistics and Financial Services functions etc. Program budget of £250M and benefit realisation plan of over £300M sustainable saving. Led business optimisation, re-integration of businesses through absorption, impact mitigation and transitional change management. Selected Shop Direct, which adopted the implementation of the Vanilla software solution from GUS / Shop Direct in the UK and Shop Direct / Family Album. The client wanted an integrated solution to enable the brands currently operating overseas to continue to trade. Project was part of a Business Optimisation Program (BOP).
Led transformation program; minimised disruption to customers; orchestrated back (billing, purchasing, finance and legal) and front (technical support, marketing, product development, purchasing and pricing) office optimisation with intense outsourcing options to reduce costs Optimized call and contact centre operations (included business intelligence gathering empowerments) Generated an M&A charter to guide future strategy. Large scale Business Optimisation Programme to re-integrate group businesses. Staff recruiting, right sizing, development and motivation of corporate culture and values BPR / BPI during tremendous periods of change Strategic market planning and competitive positioning. New business and market development programs launch, consultations, presentations and negotiations relationship management Defined, promoted and implemented joint engagement models Internal & external counsellor and advocate to stakeholders Managed a team of 30 staff in defining an organisational change programme.
This included defining the organisational structure, people skills, service levels and underlying cost base for the group
PAST ASSIGNMENTS:
VODAFONE,
Senior Program Manager, CPW and 3 G Mobile & data cards development 4 Months
DEPT OF HEALTH,
Senior Program Manager, Arm Length Body, (QUANGO) Merger and restructure 3 Months
DEUTCH POST BANK, Senior Program Manager, Business absorption and corporate re organising 4 Months GLAXO SMITH KLINE, Program Manager, SAP UPGRADE, BUSINESS CHANGE, 4 Months BRITISH PETROLIUM, Program Manager, MULTIPLE M&A, Integrations, SAP, Data Centre Builds, 3 Years GENERAL MOTORS, Program Manager, de-mergers, divestitures, transition and cultural change 8 Months ALCATEL, Program Manager, MULTIPLE GLOBAL PROGRAMS, SDH/PDH/ATM/WDM/FIBRE 11 Months NORTEL NETWORKS, Program Manager, POP VOICE AND DATA NETWORK BUILDS 9 Months CABLE & WIRELESS, Program Manager, Various National ICT Programs, Mobile, Fixed line, POP 11 Months ERNST & YOUNG, Program Manager, Business Change, IT program 9 Months CITIBANK, Senior Project Manager, GLOBAL TRADING 4 Years Corporate Governance: Human resource strategy, (recruitment, development and implementation) performance management systems, organizational development (start-up and aggressive growth), infrastructure (leading-edge technologies) and training & professional development (in-person, web-based and mentor-driven).
Program Disciplines:
Program Management Office (PMO) and Project Support Office (PSO), Set-Up/Reorganization - Managed employees and team performance internationally against service contracts; managed global international virtual technical teams. Manage global matrix teams seamlessly, Outsourcing (On Shore & Off shoring) Development,
PROFESSIONAL DEVELOPMENT:
Education: Canterbury University:
Security Cleared:
Native English Speaker, Business French and Basic Russian.
VISAS:
Accredited to work in EU and Russia.
2009-01-22 15:30:18