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Richard Bowes
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• Facing stiff competition in all major markets, Vodafone is under serious pressure to deliver more for less.
Model Office is a key element of Finance Operations FY21 programme to reduce costs whilst delivering
additional value add. Working at pace to enthuse 300 people in 35 teams across 7 locations from Milan
to Istanbul; using the discipline of Lean daily management to expose waste and highlight opportunities;
and driving improvements through RCPS, standardisation, process redesign, automation and supply
chain management. Delivered benefits to date include FTE and external cost savings, strengthened
balance sheet, faster and more accurate reconciliation and reporting, improved staff engagement,
reduced complaints and improved supplier relationships.
• Charged with sustaining Lean in Wealth Management Mortgage Operations post-transformation I
worked with the Director of Lending Operations and her management team to develop their business
plan for 2014. Based on a 1-week diagnostic, I proposed an approach focussed on quality and coached
the teams in their application. During the year FTY rose from 74% to 91%, losses dropped from over
£600k to less than £100k, client complaints fell by 50%, and SLA adherence improved from 80% to 95%.
• Workstream lead in a 5 Lens McKinsey-style lean deployment in RBS Fraud Operations Edinburgh (a 300
FTE telephony and processing centre). Conducted customer diagnostic and design, implementation of
RCPS system and coaching and embedding of all Lean operations standards for Team Managers.
Richard Bowes
C2 General
Model Office is a key element of Finance Operations FY21 programme to reduce costs whilst delivering
additional value add. Working at pace to enthuse 300 people in 35 teams across 7 locations from Milan
to Istanbul; using the discipline of Lean daily management to expose waste and highlight opportunities;
and driving improvements through RCPS, standardisation, process redesign, automation and supply
chain management. Delivered benefits to date include FTE and external cost savings, strengthened
balance sheet, faster and more accurate reconciliation and reporting, improved staff engagement,
reduced complaints and improved supplier relationships.
• Charged with sustaining Lean in Wealth Management Mortgage Operations post-transformation I
worked with the Director of Lending Operations and her management team to develop their business
plan for 2014. Based on a 1-week diagnostic, I proposed an approach focussed on quality and coached
the teams in their application. During the year FTY rose from 74% to 91%, losses dropped from over
£600k to less than £100k, client complaints fell by 50%, and SLA adherence improved from 80% to 95%.
• Workstream lead in a 5 Lens McKinsey-style lean deployment in RBS Fraud Operations Edinburgh (a 300
FTE telephony and processing centre). Conducted customer diagnostic and design, implementation of
RCPS system and coaching and embedding of all Lean operations standards for Team Managers.
Richard Bowes
C2 General
Markets
United Kingdom
Language
English
Fluently
Ready for
My experience
2015 - ?
freelance
Freelance Lean Consultant
QBE Insurance Europe.
Leading the streamlining and optimisation of Underwriting across Europe, working Underwriting teams,
Insurance Administration and IT teams to re-imagine the Underwriting process, using a combination of Lean
Process Improvement, automation and robotics to eliminate waste and create capacity to support the ambitious Europe 2025 growth plans.
Vodafone Finance Operations:
One of a small team of coaches continuing the rollout of Lean Model Office into Local markets, I worked at pace to enthuse more than 300 people in 50+ teams across 8 locations from Milan to Istanbul. Delivered
benefits included FTE and external cost savings, strengthened balance sheet, faster and more accurate
reconciliation and reporting, improved staff engagement, reduced complaints and improved supplier
relationships.
Vodafone Shared Services Finance, Pune and Budapest:
Joined and later led the rollout of Lean Model Office in Shared Services Finance in Pune, coaching around 35
teams across R2R, P2P, O2C and APA whilst building capability in the local BI team to sustain the improvement. Using the discipline of Lean daily management to expose waste and highlight opportunities, and driving improvements through RCPS, standardisation, process redesign and automation. Delivered
benefits included FTE cost savings, improvements to balance sheet, faster and more accurate reconciliation and reporting, eliminating backlogs, reduced turnaround and improved staff engagement
Carillion / Network Rail:
Working within a complex rail electrification project, used lean and statistical methods to analyse the design
document review process which presented a significant bottleneck to the project which was already
overrunning. Identifying the root causes of design review delays and defining new KPI's and performance
management process for the design review enabled NWR to drastically reduce the number of outstanding
items allowing the project to flex the approach to maintain schedule.
SSCL Police:
Responsible for Finance and Procurement work stream on a challenging multi-vendor technology
transformation and outsourcing project at the Metropolitan Police. Working with stakeholders from the Met,
SSCL, and IT contractor I led the 'as is' process mapping, analysis and transformation for the new operation.
Established and led a team to document detailed work instructions and training material.
Peabody Housing Association:
Led a high profile project with one of the UK's largest housing associations to develop a Target Operating
Model and Roadmap to transform complaint handling throughout the organisation. Using Lean tools to understand the root causes of high cost to serve and low customer satisfaction, then applying industry best
practice to create an efficient, customer focused TOM and a realistic roadmap to deliver it.
United Utilities:
Led a fast-paced Business Process Redesign work stream for a major Utility company in preparation for Water
Market Reform. Used a workshop-driven approach to establish current and future state models,
documenting in BPMN and working with business experts to ensure that the proposed systems design was
compliant with regulatory requirements.
Insurance Administration and IT teams to re-imagine the Underwriting process, using a combination of Lean
Process Improvement, automation and robotics to eliminate waste and create capacity to support the ambitious Europe 2025 growth plans.
Vodafone Finance Operations:
One of a small team of coaches continuing the rollout of Lean Model Office into Local markets, I worked at pace to enthuse more than 300 people in 50+ teams across 8 locations from Milan to Istanbul. Delivered
benefits included FTE and external cost savings, strengthened balance sheet, faster and more accurate
reconciliation and reporting, improved staff engagement, reduced complaints and improved supplier
relationships.
Vodafone Shared Services Finance, Pune and Budapest:
Joined and later led the rollout of Lean Model Office in Shared Services Finance in Pune, coaching around 35
teams across R2R, P2P, O2C and APA whilst building capability in the local BI team to sustain the improvement. Using the discipline of Lean daily management to expose waste and highlight opportunities, and driving improvements through RCPS, standardisation, process redesign and automation. Delivered
benefits included FTE cost savings, improvements to balance sheet, faster and more accurate reconciliation and reporting, eliminating backlogs, reduced turnaround and improved staff engagement
Carillion / Network Rail:
Working within a complex rail electrification project, used lean and statistical methods to analyse the design
document review process which presented a significant bottleneck to the project which was already
overrunning. Identifying the root causes of design review delays and defining new KPI's and performance
management process for the design review enabled NWR to drastically reduce the number of outstanding
items allowing the project to flex the approach to maintain schedule.
SSCL Police:
Responsible for Finance and Procurement work stream on a challenging multi-vendor technology
transformation and outsourcing project at the Metropolitan Police. Working with stakeholders from the Met,
SSCL, and IT contractor I led the 'as is' process mapping, analysis and transformation for the new operation.
Established and led a team to document detailed work instructions and training material.
Peabody Housing Association:
Led a high profile project with one of the UK's largest housing associations to develop a Target Operating
Model and Roadmap to transform complaint handling throughout the organisation. Using Lean tools to understand the root causes of high cost to serve and low customer satisfaction, then applying industry best
practice to create an efficient, customer focused TOM and a realistic roadmap to deliver it.
United Utilities:
Led a fast-paced Business Process Redesign work stream for a major Utility company in preparation for Water
Market Reform. Used a workshop-driven approach to establish current and future state models,
documenting in BPMN and working with business experts to ensure that the proposed systems design was
compliant with regulatory requirements.
Outsourcing, LED, Utilities, Workshop, Underwriting, Redesign, Regulatory, Organization, Insurance, Office, BEE, KPI, Process Mapping, Transformation, Growth, Support, Design, Robotics, Turnaround, It, Technology, Network, Optimization, Finance, Management, Procurement, Lean, Automation, Training, Coaching, Administration
2014 - 2015
job
Lean Manager
RBS Wealth.
Charged with sustaining Lean in Wealth Management Mortgage Operations post-transformation I worked with the Director of Lending Operations and her management team to develop their business plan for 2014.
Based on a 1-week diagnostic, I proposed an approach focussed on quality and coached the teams in their
application. During the year FTY rose from 74% to 91%, losses dropped from over £600k to less than £100k,
client complaints fell by 50%, and SLA adherence improved from 80% to 95%.
Based on a 1-week diagnostic, I proposed an approach focussed on quality and coached the teams in their
application. During the year FTY rose from 74% to 91%, losses dropped from over £600k to less than £100k,
client complaints fell by 50%, and SLA adherence improved from 80% to 95%.
Lean, Management, Less, Transformation, Manager
2009 - 2013
job
Lean Manager
Group Lean Practice.
C2 General
Designed and implemented sustainability approaches for International Banking and Corporate Services to meet the differing needs and priorities of the divisions and promote sustainable project outcomes.
Workstream lead in a 5 Lens McKinsey-style lean deployment in RBS Fraud Operations Edinburgh (a 300 FTE telephony and processing centre). Conducted customer diagnostic and design, implementation of RCPS
system and coaching and embedding of all Lean operations standards for Team Managers.
Conducted 50+ Lean assessments across UK and Europe working with key individuals to build a picture of lean maturity in their centre and support them in using this to develop their improvement plans.
Developed and implemented a supplier selection process leading to the appointment of Unipart and OEE to support the operations lean programme resulting in savings of £1.5m.
Designed and implemented sustainability approaches for International Banking and Corporate Services to meet the differing needs and priorities of the divisions and promote sustainable project outcomes.
Workstream lead in a 5 Lens McKinsey-style lean deployment in RBS Fraud Operations Edinburgh (a 300 FTE telephony and processing centre). Conducted customer diagnostic and design, implementation of RCPS
system and coaching and embedding of all Lean operations standards for Team Managers.
Conducted 50+ Lean assessments across UK and Europe working with key individuals to build a picture of lean maturity in their centre and support them in using this to develop their improvement plans.
Developed and implemented a supplier selection process leading to the appointment of Unipart and OEE to support the operations lean programme resulting in savings of £1.5m.
Design, Coaching, Lean, Sustainability, Deployment, Banking, Support, Lean Operations, Implementation, International, Processing, Manager
2003 - 2009
job
Process Specialist - IT Development
unknown.
Technical lead on the CMMI project which achieved accreditation in an unprecedented timescale of 9 months and Project Managed the CMMI Level 2 re-accreditation project. A challenging project with tight timescales
and a broad reach (2500+ staff) delivered successfully on time and within budget.
Led the process re-engineering activity to improve project initiation resulting in the Define process - a single
global approach for shaping technology projects prior to business-case submission using Lean Six Sigma
techniques to bring rigour and focus to the work.
and a broad reach (2500+ staff) delivered successfully on time and within budget.
Led the process re-engineering activity to improve project initiation resulting in the Define process - a single
global approach for shaping technology projects prior to business-case submission using Lean Six Sigma
techniques to bring rigour and focus to the work.
Budget, Lean, Engineering, Technology, Six Sigma, It, Development, Tech lead, LED, Sigma
2000 - 2003
job
Environment Manager Technology Strategy
RBS Strategy and Architecture I.
had 24x7 operational responsibility for Testing and development
environments during RBS NatWest integration programme
environments during RBS NatWest integration programme
Integration, Technology, Testing, Development, Manager
1997 - 2000
temp
Senior Engineer
AMEC Process & Energy Ltd.
with responsibility for Design Infrastructure for offshore division in this engineering
construction and Facilities Management Company
construction and Facilities Management Company
Design, Management, Engineering, Offshore, Infrastructure
1995 - 1997
temp
Senior Engineer
Bechtel Ltd.
with responsibility for Design Infrastructure for London campus in this global engineering
construction and project Facilities Management Company
construction and project Facilities Management Company
Design, Management, Engineering, Infrastructure
1989 - 1990
freelance
Independent IT Consultant
Chevron, Brown & Root.
IT Consultant, It
My education
?
-
2006
Strategic Information Systems University of Strathclyde
Masters, N/a
Masters, N/a
?
-
1988
Physics University of St Andrews
BSc, N/a
BSc, N/a
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