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Ben Cresswell
,
Dorridge, United Kingdom
Experience
Other titles
Skills
I'm offering
A qualified business consultant committed and target driven project manager, capable of achieving against plan with a real passion for customer service and stakeholder management; demonstrates an excellent ability to relate to all people having a flexible communication style. A team player with proven management & leadership qualities, being ambitious and goal orientated, with a clear vision of future objectives.
Markets
United Kingdom
Language
English
Fluently
Ready for
My experience
2015 - ?
job
Managing Director
Burning Platform Solutions.
I am a business consultant responsible for leading projects, delivering process improvements, developing strategy and change within various sectors worldwide.
Recent projects include:
Recent projects include:
2013 - 2015
job
Operational Excellence Lead UK, Ireland & Europe
Compass Group UK & Ireland.
Reporting into the Central Business Excellence Director, I was responsible for leading a small team of Op Ex Practitioners and oversee Operational Excellence deployment activity across HR Central Functions, Defence, Education, Security and Business & Industry divisions. My role required me to lead, coach and mentor Operational Excellence Practitioners, Business Directors and Operational Managers to develop their understanding of lean tools, techniques and sustainability initiatives.
Working closely with OEE I was responsible for developing Operational Excellence collateral and framework to drive a consistent approach to deployments across multi-disciplined sectors and business divisions.
Key achievements:
• Removal of failure demand within Payroll that created 4240 staff hours per annum to reinvest, equivalent to £122k in savings
• Developed and implemented a global Mobilisation framework including detailed process flows, documentation and supporting information, standardising the mobilisation process to deliver first class customer experience
• Internal consultant to the European arm of Compass Groups Op Ex divisions, most recently developed the Op Ex strategy for Norway to support their vision of being number one food provider in Norway
• Facilitation and development of the Operational Excellence teams Opex strategy and roadmap that contributed to benefits realisation of £6.5 million
• Development of Cross Sector Operational Excellence collateral tools and techniques across Central and Cleaning divisions
• Reduction of cleaning costs across Business & Industry sites of £100k
• Introduction of One best ways across Education and Business & Industry cleaning divisions
• Redesign of HR management on boarding process to reduce lead time by 50%
• Implementation of lean model office within HR shared services driving an increase of productivity of 33%
• Reduction of HR transfer and promotion process lead time by 80%
Working closely with OEE I was responsible for developing Operational Excellence collateral and framework to drive a consistent approach to deployments across multi-disciplined sectors and business divisions.
Key achievements:
• Removal of failure demand within Payroll that created 4240 staff hours per annum to reinvest, equivalent to £122k in savings
• Developed and implemented a global Mobilisation framework including detailed process flows, documentation and supporting information, standardising the mobilisation process to deliver first class customer experience
• Internal consultant to the European arm of Compass Groups Op Ex divisions, most recently developed the Op Ex strategy for Norway to support their vision of being number one food provider in Norway
• Facilitation and development of the Operational Excellence teams Opex strategy and roadmap that contributed to benefits realisation of £6.5 million
• Development of Cross Sector Operational Excellence collateral tools and techniques across Central and Cleaning divisions
• Reduction of cleaning costs across Business & Industry sites of £100k
• Introduction of One best ways across Education and Business & Industry cleaning divisions
• Redesign of HR management on boarding process to reduce lead time by 50%
• Implementation of lean model office within HR shared services driving an increase of productivity of 33%
• Reduction of HR transfer and promotion process lead time by 80%
Development, ME, Framework, Norway, Redesign, Operational Excellence, Office, Coach, Business excellence, Customer experience, Implementation, Support, Security, Deployment, Management, Mentor, Sustainability, Lean
2011 - 2013
job
Continuous Improvement Performance & Development Specialist
Virgin Media.
As part the Customer & Network Services leadership team, I was responsible for heading up lean activities across multi sites. In order to achieve this, I lead a team of business analysts and practitioners. I was responsible for lean model office implementations, driving lean methodology, coaching and sustainability initiatives to Senior Management level. I delivered these successful activities by focusing on what is important to my stakeholders and by using my influencing skills to drive the right behaviours. I was responsible for the communication strategy for Customer & Network Services which included stakeholder governance and engagement. In addition, I was responsible for development and creation of KPI's across my business area to drive increased performance.
Key achievements:
• Lead Lean Model Office implementation within Business Ceases team including relocation of the team which delivered removal of the Cease backlog. In addition, identified rework costs of £7k per month and delivered potential efficiency savings of £15k per annum
• Lead full implementation of Lean tools across C&NS Basildon & Uddingston sites, driving potential efficiency savings of £120k per annum across both sites
• Developed & delivered Manager & team level KPI's across the business division
• Designed and introduced stakeholder governance model across the division which drove the increase in NPS survey results
• Developed the NPS framework & strategy within the division that delivered an increase of an NPS score of 32 points (24 - 56 points)
• Coordinated employee engagement & communication strategy across division
Key achievements:
• Lead Lean Model Office implementation within Business Ceases team including relocation of the team which delivered removal of the Cease backlog. In addition, identified rework costs of £7k per month and delivered potential efficiency savings of £15k per annum
• Lead full implementation of Lean tools across C&NS Basildon & Uddingston sites, driving potential efficiency savings of £120k per annum across both sites
• Developed & delivered Manager & team level KPI's across the business division
• Designed and introduced stakeholder governance model across the division which drove the increase in NPS survey results
• Developed the NPS framework & strategy within the division that delivered an increase of an NPS score of 32 points (24 - 56 points)
• Coordinated employee engagement & communication strategy across division
Coaching, C, Lean, Sustainability, Management, Leadership, Continuous improvement, Network, Employee Engagement, Implementation, Development, KPI, Office, Framework, UP, Manager
2009 - 2011
freelance
Lean Change Consultant - RBS Strategy & Architecture
Group Lean Practice.
I worked with McKinsey & Company implementing Lean in major projects across multi sites within Business Services using the 5 lense approach and methodology. As the Lean expert, I delivered agreed objectives and acted as a coach to operations management to develop their Lean capability.
My role required me to influence behaviours at all levels of the organisation through managing key stakeholders. In addition, I developed and built operations management capability through Lean methodology and training.
Key achievements:
• Developed the 5 lense Voice of Customer model for Group Lean Practice
• Redesign of Bolton CCO call centre (135FTE) including implementation of a flex model, increased capacity by 15%
• Creation of 20% capacity within GTS Operations credit cards (contact & processing). The total scope of the project was 165FTE.
• Creation of 20% capacity within the 200FTE CSC contact centre - Birmingham
• Hosted stakeholder visits to Director, GTS Operations UK & Europe and for the Chief Operating officer of Group Manufacturing
• Responsible for Senior Manager coaching & development of LEAN tools and methodology
My role required me to influence behaviours at all levels of the organisation through managing key stakeholders. In addition, I developed and built operations management capability through Lean methodology and training.
Key achievements:
• Developed the 5 lense Voice of Customer model for Group Lean Practice
• Redesign of Bolton CCO call centre (135FTE) including implementation of a flex model, increased capacity by 15%
• Creation of 20% capacity within GTS Operations credit cards (contact & processing). The total scope of the project was 165FTE.
• Creation of 20% capacity within the 200FTE CSC contact centre - Birmingham
• Hosted stakeholder visits to Director, GTS Operations UK & Europe and for the Chief Operating officer of Group Manufacturing
• Responsible for Senior Manager coaching & development of LEAN tools and methodology
Coaching, Training, Operations Management, Lean, Management, Architecture, Implementation, Development, Coach, Organization, Redesign, Manager, Processing, ME
2008 - 2009
job
Strategic Manager - Strategic Accounts
LVM's.
I managed a 2-tiered team of Regional Account Managers and internal sales for LVM's most prestigious customers. I was instrumental in identifying process improvements from tender, implementation and through the life of the customer.
My role required that I supported the sales force with customer and prospect visits, offering advice and business solutions.
A key element of my role was to be involved in and manage all Projects; these included many implementation and Lean initiatives:
• STORM (LVM) - Project Leader
• Implementation of GAP insurance to LVM internal sales teams - Project Leader
• BSKYB process improvements - retention of 800 van orders
• RBS Group reconciliation of 'lost' cars
• E-Commerce development & training
• Sales Support Website / VM Reference Gateway
My role required that I supported the sales force with customer and prospect visits, offering advice and business solutions.
A key element of my role was to be involved in and manage all Projects; these included many implementation and Lean initiatives:
• STORM (LVM) - Project Leader
• Implementation of GAP insurance to LVM internal sales teams - Project Leader
• BSKYB process improvements - retention of 800 van orders
• RBS Group reconciliation of 'lost' cars
• E-Commerce development & training
• Sales Support Website / VM Reference Gateway
Training, E-commerce, Lean, Sales, Website, Support, Implementation, Development, Insurance, Retention, Manager
2006 - 2008
job
Specialist Manager -Customer Care
Driving School.
I managed the teams responsible for Corporate & Major Corporate "At-Risk Customers" and Metal Related Complaints.
Key achievements:
• Lean - continual improvement cycle methodology initiatives included:
• AA Driving School process improvements - £150k benefits
• Tracker process re-design
• Diesel Particulate Filter advice process redesign (liaison with BVRLA & Legal)
• Manufacturer SLA development
• Reduction of Metal Related Complaints through process redesign
Key achievements:
• Lean - continual improvement cycle methodology initiatives included:
• AA Driving School process improvements - £150k benefits
• Tracker process re-design
• Diesel Particulate Filter advice process redesign (liaison with BVRLA & Legal)
• Manufacturer SLA development
• Reduction of Metal Related Complaints through process redesign
Design, Lean, Development, Redesign, Manager
2004 - 2006
job
Operational Manager -Sales Indirect
Underwriting and Booking of Daily Rental.
I was the Manager of 3 teams that consisted of 30 CSE's who were responsible for Billing, Underwriting and Booking of Daily Rental customers.
Key achievements:
• Lean - continual improvement cycle methodology initiatives included:
• Increased Daily Rental supplier payment capability from £16k per week to £100k per week
• Increased customer billing capability from 44 days to 5 days
• Removal of cancelled car stock
Key achievements:
• Lean - continual improvement cycle methodology initiatives included:
• Increased Daily Rental supplier payment capability from £16k per week to £100k per week
• Increased customer billing capability from 44 days to 5 days
• Removal of cancelled car stock
Lean, Sales, Underwriting, Booking, Manager
My education
1992
-
1994
Stratford upon Avon College of Further Education
Hndhncorequivalent, Law, Accounting, Information Technology, Marketing, Resource Management
Hndhncorequivalent, Law, Accounting, Information Technology, Marketing, Resource Management
1991
-
1992
Solihull Sixth Form College
N/a, SS Level Social Studies
N/a, SS Level Social Studies
1986
-
1991
Tudor Grange School
GCSEs, Including English and Maths
GCSEs, Including English and Maths
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