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Experienced Programme Manager specialising in Back Office Transformation
Tim Walsh
,
Ticehurst, United Kingdom
Experience
Other titles
Skills
I'm offering
Experienced Programme Manager with a successful background leading and delivering complex technology-enabled initiatives, across a wide range of industries and functions
Lean practitioner with deep experience developing Target Operating Models, from current state assessment of processes, technology, organisation design, skills, governance and sourcing through detailed design and implementation
Proven track record of developing Global Business Services strategies and designing, planning and implementing both Captive and Outsourced Shared Services Centres and Centres of Excellence globally
Lean practitioner with deep experience developing Target Operating Models, from current state assessment of processes, technology, organisation design, skills, governance and sourcing through detailed design and implementation
Proven track record of developing Global Business Services strategies and designing, planning and implementing both Captive and Outsourced Shared Services Centres and Centres of Excellence globally
Markets
United States
United Kingdom
Germany
Lithuania
Norway
Sweden
Finland
Language
English
Fluently
Ready for
Full time contractor
Available
My experience
2013 - ?
freelance
INDEPENDENT BUSINESS TRANSFORMATION CONSULTANT / PROGRAMME MANAGER
unknown.
Business transformation, Transformation, Manager
2018 - 2019
job
Programme Manager
Arm Ltd.
leading the design and implementation of a portfolio of Finance Transformation projects in an Agile environment
Successfully implemented changes to the treatment of leases to comply with IFRS 16, including the design, testing and implementation of a new lease management system, LOIS. Led project team of 10+:
• Led collection of all lease data across the organisation, globally
• Led supplier contract sign off and implementation of the new lease system, including communication and training of 20+ users across the organisation
• Mapped the current state and 'to be' process, based on ServiceNow workflow and documented the standard operating procedures
Led the design, development and implementation of a plan to raise Finance Business Partner (FBP) maturity across Arm, comprised of 30 members. Worked with the Head of Finance Business Partnering:
• Developed project plan and PID (project initiation document), getting approval from senior stakeholders
• Development of offsite 2-day workshop to roll out project, clarify objectives, agree roles & responsibilities and solidify project plan
• Led development and rollout of diagnostic tools to assess overall FBP maturity, daily activities using a DILO (Day In the Life Of), and RACI to clarify grey areas between FBPs, Financial Planning & Analysis and Operations Management
Led the improvement of Treasury Cashflow Forecasting, improving overall short and long-term visibility of cash into and out of the business
• Developed automated reporting solutions integrating SAP with Fusion
• Streamlined the forecasting and long-term planning processes, working closely with Financial Planning & Analysis, Finance Business Partners and Operations
• Improved short and medium-term cash forecasting accuracy significantly
Led the design and development of a plan and PID to improve Record to Report (R2R) processes in preparation for the implementation of SAP S/4 Hana in 2020. Gathered high level technology requirements to define what processes could be improved by S/4 Hana to meet Arm requirements vs those processes which required alternative technology solutions
Also led the design and development of plans and PIDs, and leading the implementation of the following improvement projects:
• Planning, Budgeting & Forecasting (PB&F) - designed to raise the maturity of PB&F by expanding the functionality of the planning system Adaptive and rolling out scenario and driver-based planning
• Management Reporting - designed to expand the standardised reporting catalogue and automating the majority of reports produced using Fusion and Tableau
Successfully implemented changes to the treatment of leases to comply with IFRS 16, including the design, testing and implementation of a new lease management system, LOIS. Led project team of 10+:
• Led collection of all lease data across the organisation, globally
• Led supplier contract sign off and implementation of the new lease system, including communication and training of 20+ users across the organisation
• Mapped the current state and 'to be' process, based on ServiceNow workflow and documented the standard operating procedures
Led the design, development and implementation of a plan to raise Finance Business Partner (FBP) maturity across Arm, comprised of 30 members. Worked with the Head of Finance Business Partnering:
• Developed project plan and PID (project initiation document), getting approval from senior stakeholders
• Development of offsite 2-day workshop to roll out project, clarify objectives, agree roles & responsibilities and solidify project plan
• Led development and rollout of diagnostic tools to assess overall FBP maturity, daily activities using a DILO (Day In the Life Of), and RACI to clarify grey areas between FBPs, Financial Planning & Analysis and Operations Management
Led the improvement of Treasury Cashflow Forecasting, improving overall short and long-term visibility of cash into and out of the business
• Developed automated reporting solutions integrating SAP with Fusion
• Streamlined the forecasting and long-term planning processes, working closely with Financial Planning & Analysis, Finance Business Partners and Operations
• Improved short and medium-term cash forecasting accuracy significantly
Led the design and development of a plan and PID to improve Record to Report (R2R) processes in preparation for the implementation of SAP S/4 Hana in 2020. Gathered high level technology requirements to define what processes could be improved by S/4 Hana to meet Arm requirements vs those processes which required alternative technology solutions
Also led the design and development of plans and PIDs, and leading the implementation of the following improvement projects:
• Planning, Budgeting & Forecasting (PB&F) - designed to raise the maturity of PB&F by expanding the functionality of the planning system Adaptive and rolling out scenario and driver-based planning
• Management Reporting - designed to expand the standardised reporting catalogue and automating the majority of reports produced using Fusion and Tableau
Implementation, Processes, LED, Manager, Treasury, Workshop, Business Partner, ServiceNow, Organization, Development, Testing, Management Reporting, Workflow, Design, Transformation, Cash Flow, Technology, Finance, Management, Tableau, Forecasting, Operations Management, Agile, SAP, Training
2015 - 2016
job
Programme Manager
The AA Corporation Ltd.
- September 2015 - March 2016
• Conducted detailed analysis of The AA's Finance and HR Shared Services Centre (SSC) of 130+ FTEs, based in three UK locations and produced a detailed 'current state' assessment of the SSC, including a benchmark of FTEs, costs and key performance metrics
• Defined overall performance of the SSC and developed specific recommendations for improvement; developed a comprehensive set of more than 75 draft initiatives, including a detailed definition of the TOM
• Consolidated all initiatives into 10 specific, prioritised projects and led subsequent programme mobilisation and planning with SSC senior management team, coaching them on 'work breakdown structures' development, resource planning and development of a business case (costing ~£5M and saving £3M+ annually)
• Conducted detailed reviews of both the Purchase-to-Pay and Employee Lifecycle end-to-end processes across the group; implemented quick wins and worked with key stakeholders to create an implementation plan and business case
• Conducted a review of Financial Planning & Analysis processes across the group, including an FTE benchmark, key performance metrics and process maturity; highlighted key gaps in performance in comparison to other organisations; defined specific areas for improvement in operating model, processes and technology
• Conducted detailed analysis of The AA's Finance and HR Shared Services Centre (SSC) of 130+ FTEs, based in three UK locations and produced a detailed 'current state' assessment of the SSC, including a benchmark of FTEs, costs and key performance metrics
• Defined overall performance of the SSC and developed specific recommendations for improvement; developed a comprehensive set of more than 75 draft initiatives, including a detailed definition of the TOM
• Consolidated all initiatives into 10 specific, prioritised projects and led subsequent programme mobilisation and planning with SSC senior management team, coaching them on 'work breakdown structures' development, resource planning and development of a business case (costing ~£5M and saving £3M+ annually)
• Conducted detailed reviews of both the Purchase-to-Pay and Employee Lifecycle end-to-end processes across the group; implemented quick wins and worked with key stakeholders to create an implementation plan and business case
• Conducted a review of Financial Planning & Analysis processes across the group, including an FTE benchmark, key performance metrics and process maturity; highlighted key gaps in performance in comparison to other organisations; defined specific areas for improvement in operating model, processes and technology
Coaching, Management, Finance, Business Case, Technology, Implementation, Development, Costing, Assessment, Planning, LED, Processes
2015 - 2015
job
Programme Manager
Libra Europe Consulting Ltd.
- May 2015 - August 2015
• Led programme to develop the TOM for the Supply Chain and Commercial functions for the Sheffield Insulation Group (SIG), a large UK construction materials distributor and retailer
• Designed and conducted structured interviews with senior stakeholders to understand key implications, risks, opportunities and benefits of the proposed central distribution hubs and branch structure
• Developed and led interactive workshops with senior supply chain and commercial teams to review key findings from interviews, assess key areas of risk and challenge established conventional wisdom in the organisation
• Agreed TOM solution and led more detailed analyses in preparation for a live 'proof of concept' pilot, including warehouse and overall site sizing, branch locations, branch resourcing and transportation and business case
• Led programme to develop the TOM for the Supply Chain and Commercial functions for the Sheffield Insulation Group (SIG), a large UK construction materials distributor and retailer
• Designed and conducted structured interviews with senior stakeholders to understand key implications, risks, opportunities and benefits of the proposed central distribution hubs and branch structure
• Developed and led interactive workshops with senior supply chain and commercial teams to review key findings from interviews, assess key areas of risk and challenge established conventional wisdom in the organisation
• Agreed TOM solution and led more detailed analyses in preparation for a live 'proof of concept' pilot, including warehouse and overall site sizing, branch locations, branch resourcing and transportation and business case
Business Case, Workshops, Organization, LED
2004 - 2007
job
PROGRAMME DIRECTOR
Williams Lea Ltd.
• Led BPO Transformation Programme which transferred several operational units from Prudential to 8 Williams Lea operational units
• Led the relationship with Prudential for an account with an annual revenue of £18m over 10 years, with 150+ employees
• Led BPO Transformation Programme which transferred 2 operational units from Pfizer to Williams Lea and established an off-shore processing unit in Chennai, India
• Led BPO Transformation Programme, transferring several operational units from Norwich Union to Williams Lea, with a budget of £16m and 20 full time employees
• Led the relationship with Prudential for an account with an annual revenue of £18m over 10 years, with 150+ employees
• Led BPO Transformation Programme which transferred 2 operational units from Pfizer to Williams Lea and established an off-shore processing unit in Chennai, India
• Led BPO Transformation Programme, transferring several operational units from Norwich Union to Williams Lea, with a budget of £16m and 20 full time employees
Budget, Transformation, Off-shore, Processing, LED
2001 - 2004
job
PROGRAMME MANAGER
AXA Insurance.
• Developed programme scope, solution and implementation plan for improving efficiency and effectiveness of a particularly complex part of business worth in excess of £400m; achieved £10m savings within the first year of the programme
• Led programme to reduce Overdue Credit Agency Debt; determined root causes and addressed cross-functional process failures across the organisation; achieved a reduction of Agency Overdue Debt of £18M (reducing the OD Ratio from 9% to 4%)
• Reduced production of key monthly reports from Working Day 15 to 5
• Led negotiations with suppliers to commission an integrated Reinsurance system
• All programmes followed PRINCE 2 guidelines
• Led programme to reduce Overdue Credit Agency Debt; determined root causes and addressed cross-functional process failures across the organisation; achieved a reduction of Agency Overdue Debt of £18M (reducing the OD Ratio from 9% to 4%)
• Reduced production of key monthly reports from Working Day 15 to 5
• Led negotiations with suppliers to commission an integrated Reinsurance system
• All programmes followed PRINCE 2 guidelines
Implementation, Organization, Production, Manager, LED
1999 - 2001
freelance
MANAGEMENT CONSULTANT
Gemini Consulting / Cap Gemini Ernst & Young (CGEY).
• Defined framework for a £40m collections & recoveries program for Barclays Bank
• Provided senior CGEY management with a plan defining e-business capabilities
• Development of an e-supply chain strategy for a UK government department
• Provided senior CGEY management with a plan defining e-business capabilities
• Development of an e-supply chain strategy for a UK government department
Management, Development, Management Consultant, Framework
1996 - 1999
freelance
MANAGEMENT CONSULTANT
P-E International / Lorien plc.
• Led a head office cost reduction initiative for multinational clothing retailer
• Led a site rationalisation plan, combining 2 plants into 1 for a UK manufacturer
• Led a site rationalisation plan, combining 2 plants into 1 for a UK manufacturer
Management, Management Consultant, Office, LED
1993 - 1995
job
TECHNICAL SUPPORT ENGINEER
KLA Instruments Corp.
• Responsible for leading installations of complex semiconductor inspection systems worldwide; trained customers & locally-based engineering staff
• Led installation projects in USA, France, Taiwan, Korea & Japan
• Led installation projects in USA, France, Taiwan, Korea & Japan
Engineering, Support, USA, LED
1988 - 1993
job
FIELD ENGINEERING SUPERVISOR
Science Applications International Corporation.
• Responsible for supervising £1.5m+ systems installations in America and UK
• Developed working relationships with government, security and airline officials
• Developed working relationships with government, security and airline officials
Security, Engineering
My education
?
-
1996
University of Bristol
MBA, International Business
MBA, International Business
?
-
1988
Oregon State
BSc, Physics
BSc, Physics
?
-
1985
University of California - Berkeley
BSc, Geology
BSc, Geology
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