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Business Transformation, Behavioural, Cultural and Change Director/ PMO / Project Manager
Mike Madeiros
,
Forest Row, United Kingdom
Experience
Other titles
Skills
I'm offering
A versatile and solution focused Business Transformation, Behavioural, Cultural and Change Director/ PMO / Project Manager with in-depth, multi-sector experience and success formulating, managing and implementing business and digital change, encompassing Project/Programme management, embedding new systems/processes, asset management, building and developing teams and driving forward business growth, profitability and brand value. A multi-dimensional strategist, able to holistically assess business needs by analysing and documenting requirements, whilst supporting effective communication and 'full-cycle' project delivery. A genuine team player, who prioritises developing strong internal and external relationships that are built on trust and respect, in addition to building and leading capable teams and advising senior business leaders effectively. With advanced problem solving and decision-making skills and the ability to influence and negotiate at senior (CEO) and Board level to ensure issues are identified, understood and fully addressed: Able to bring clarity and structure to ambiguity and to define and hold the 'bigger picture/objective.
Markets
United Kingdom
Language
English
Fluently
Italian
Fluently
Chinese (Mandarin)
Good
Ready for
Larger project
Available
My experience
2018 - ?
job
Project Manager
Driving Arriva UK.
Context: Project Manager leading a major transformational fuel saving and behavioural change initiative across 4 TOC's- Chiltern Rail, Northern Rail, Cross Country and Grand Central.
Key Achievements:
● Re-Energised the use of the Driver Advisory System (DAS)in drivers' cabs, installed 5 years previously which had been poorly managed, was out of date, unreliable and not used or trusted by drivers.
● Ran 2 pilots at selected stations to determine the fuel saving potential of DAS if used to its full potential by drivers.
● Used on-line driver surveys to record driver feedback and recommendations (pre and post pilot).
● Fixed and improved DAS for drivers, bringing it up to date and optimizing track infrastructure to gain max benefit and reliability.
● Devised new approach with DAS ownership and direction led by drivers - advising on defects, issues, suggested improvements and changes in how they wanted DAS to work for them.
● Set up cross TOC working groups with supplier and drivers to shape how they wanted DAS to look, perform and operate.
● Arranged cross TOC workshops between driver reps, unions and supplier to produce a common approach to how drivers wanted to use DAS.
● Re-established driver engagement, confidence and trust in using DAS across all TOC's.
● Increased driver usage and compliance from 74% to >90%.
● Worked with Drivers to use DAS as their preferred tool of choice providing critical safety, information and delay reporting.
● Actively reduced TPWS activations, Fail to Call's and Station Overruns.
● Built and rolled out a best practice DAS management and implementation plan for all TOC's delivering long term fuel savings and safety benefits for the business.
● Re-aligned DAS as a standard product across all TOC's.
● JIRA management of all reported faults and issues. Agreed fixes and timetable to deploy. Supplier cab rides to validate with drivers.
● Realised annual fuel savings of between 4-8% depending on the TOC on an annual group spend on 150 m litres.
● Reset historically poor relationship with suppliers - now positively and actively working together to realise mutual benefits and continued improvements in DAS as a key performance, fuel saving and safety tool.
● Worked with suppliers to develop, improve and use DAS as key delay reporting tool for drivers - providing detailed reporting of delays to performance and control teams and significantly increasing delay related NR claim success rate.
● Ongoing development of DAS as a critical performance tool including the use of live screens showing train status in real time.
● Ran a 'DAS on tablet' trial to validate the future adoption of these by drivers, leading to potential removal of existing in cab option- delivering significant financial and time savings in existing break fix process.
● Initiated new 'Junction Scheduler' trials with Supplier -using DAS in real time to regulate train movements in and around busy junctions.
● Arranged and delivered training on DAS for DTM's, drivers, performance and control teams.
● Worked with supplier and TOC's to update and rewrite all DAS training materials.
● Built comprehensive comms toolkit to support DAS rollout and usage in BAU.
● Built best practice model based on UK knowledge and experience and advised European rail and bus businesses on implementation and best approach.
● Built robust BAU and governance processes to ensure ongoing long-term delivery of fuel savings and DAS benefits.
Idling -A supplementary Driving Arriva project
● Identified unnecessary idling in depots and on stations as a key opportunity to reduce fuel wastage.
● Conducted cross TOC surveys and workshops to determine potential savings and current state of play of idling in each TOC.
● Identified potential savings of up to 5% by resetting TOC approach to idling, rewriting idling polices and improving depot infrastructure. Re- aligning driver and engineer behaviors to raise the profile and awareness of unnecessary idling in TOC's - reducing fuel use, emissions, servicing costs and improving the health of staff and travelling passengers.
● Worked with suppliers to adapt DAS as a key idling reporting and fuel reduction tool.
The Role of an Arriva Line Manager
● Key HR project identifying the attributes, skills and capabilities of the model Arriva Line manager
● Incorporating these into new hires and upskilling existing managers via a group wide training and support program
● Building and defining a new group Line Manager Job Description aligned with the new Line Manager model
Key Achievements:
● Re-Energised the use of the Driver Advisory System (DAS)in drivers' cabs, installed 5 years previously which had been poorly managed, was out of date, unreliable and not used or trusted by drivers.
● Ran 2 pilots at selected stations to determine the fuel saving potential of DAS if used to its full potential by drivers.
● Used on-line driver surveys to record driver feedback and recommendations (pre and post pilot).
● Fixed and improved DAS for drivers, bringing it up to date and optimizing track infrastructure to gain max benefit and reliability.
● Devised new approach with DAS ownership and direction led by drivers - advising on defects, issues, suggested improvements and changes in how they wanted DAS to work for them.
● Set up cross TOC working groups with supplier and drivers to shape how they wanted DAS to look, perform and operate.
● Arranged cross TOC workshops between driver reps, unions and supplier to produce a common approach to how drivers wanted to use DAS.
● Re-established driver engagement, confidence and trust in using DAS across all TOC's.
● Increased driver usage and compliance from 74% to >90%.
● Worked with Drivers to use DAS as their preferred tool of choice providing critical safety, information and delay reporting.
● Actively reduced TPWS activations, Fail to Call's and Station Overruns.
● Built and rolled out a best practice DAS management and implementation plan for all TOC's delivering long term fuel savings and safety benefits for the business.
● Re-aligned DAS as a standard product across all TOC's.
● JIRA management of all reported faults and issues. Agreed fixes and timetable to deploy. Supplier cab rides to validate with drivers.
● Realised annual fuel savings of between 4-8% depending on the TOC on an annual group spend on 150 m litres.
● Reset historically poor relationship with suppliers - now positively and actively working together to realise mutual benefits and continued improvements in DAS as a key performance, fuel saving and safety tool.
● Worked with suppliers to develop, improve and use DAS as key delay reporting tool for drivers - providing detailed reporting of delays to performance and control teams and significantly increasing delay related NR claim success rate.
● Ongoing development of DAS as a critical performance tool including the use of live screens showing train status in real time.
● Ran a 'DAS on tablet' trial to validate the future adoption of these by drivers, leading to potential removal of existing in cab option- delivering significant financial and time savings in existing break fix process.
● Initiated new 'Junction Scheduler' trials with Supplier -using DAS in real time to regulate train movements in and around busy junctions.
● Arranged and delivered training on DAS for DTM's, drivers, performance and control teams.
● Worked with supplier and TOC's to update and rewrite all DAS training materials.
● Built comprehensive comms toolkit to support DAS rollout and usage in BAU.
● Built best practice model based on UK knowledge and experience and advised European rail and bus businesses on implementation and best approach.
● Built robust BAU and governance processes to ensure ongoing long-term delivery of fuel savings and DAS benefits.
Idling -A supplementary Driving Arriva project
● Identified unnecessary idling in depots and on stations as a key opportunity to reduce fuel wastage.
● Conducted cross TOC surveys and workshops to determine potential savings and current state of play of idling in each TOC.
● Identified potential savings of up to 5% by resetting TOC approach to idling, rewriting idling polices and improving depot infrastructure. Re- aligning driver and engineer behaviors to raise the profile and awareness of unnecessary idling in TOC's - reducing fuel use, emissions, servicing costs and improving the health of staff and travelling passengers.
● Worked with suppliers to adapt DAS as a key idling reporting and fuel reduction tool.
The Role of an Arriva Line Manager
● Key HR project identifying the attributes, skills and capabilities of the model Arriva Line manager
● Incorporating these into new hires and upskilling existing managers via a group wide training and support program
● Building and defining a new group Line Manager Job Description aligned with the new Line Manager model
Surveys, UP, Manager, LED, Processes, Direction, Safety, Health, Development, Infrastructure, Project Manager, Implementation, Support, It, Workshops, Compliance, Management, Training, Jira
2014 - ?
freelance
Sales, Operations, Sourcing and Supply Chain Consultant, Multiple Clients
Business Strategy.
● Providing bespoke consultancy services to UK and overseas businesses and suppliers on pricing, sales strategy, sourcing, sustainability, ethical trade and development of new products and routes to market.
● Developing, implementing and executing effective solutions addressing quality, profit margins, supply and operational efficiencies.
● Developing, implementing and executing effective solutions addressing quality, profit margins, supply and operational efficiencies.
Operations, Sustainability, Sales, Sourcing, Development
2017 - 2018
job
Project Manager
STNR, Go-Ahead Transport Group.
Context: Director of Change role within the largest rail and bus franchise in the UK, that includes Gatwick Express, South Eastern, Southern, Great Northern and Thameslink lines; running 2500+ buses in London alone.
Key Achievements:
• Successfully led and advised on a key, transformative IT programme within this business, providing delivery expertise into strategic decision making and in setting the goals; making recommendations, identifying potential risks and delivering 'cradle to grave' management within strict time and budget limits.
• Successfully delivered each phase of the STNR (Smart Ticketing National Rail) project delivering Smart Card Ticket interoperability across 17 highly regulated rail franchises.
• Led and managed specialist team(s); building a culture of people management based on valuing and supporting employees/colleagues and grounded in ensuring each phase of the project was understood at all levels; motivating and explicitly recognising individuals' strengths.
• Worked closely with all key internal key internal STNR stakeholders (at Executive Director, CTO level) to ascertain business needs and ensure all parties were effectively informed of programme status and key challenges; developing agreed plans and customizing approach to organisational needs - translating solutions and information to be understood by a wider audience.
• Led and championed change process, quality and compliance as a key driver across the programme; providing company-wide reporting on progress, status, resourcing, risk and financial metrics to the Executive Committee.
• Ensured minimal impact on the business throughout all changes, whilst monitoring and reporting throughout the project lifecycle. Additionally, coordinated meetings with diverse stakeholders including the Dept of Transport, Transport for London and all 3rd party suppliers; closely monitoring the budget to ensure benefits outweighed cost to deliver.
Key Achievements:
• Successfully led and advised on a key, transformative IT programme within this business, providing delivery expertise into strategic decision making and in setting the goals; making recommendations, identifying potential risks and delivering 'cradle to grave' management within strict time and budget limits.
• Successfully delivered each phase of the STNR (Smart Ticketing National Rail) project delivering Smart Card Ticket interoperability across 17 highly regulated rail franchises.
• Led and managed specialist team(s); building a culture of people management based on valuing and supporting employees/colleagues and grounded in ensuring each phase of the project was understood at all levels; motivating and explicitly recognising individuals' strengths.
• Worked closely with all key internal key internal STNR stakeholders (at Executive Director, CTO level) to ascertain business needs and ensure all parties were effectively informed of programme status and key challenges; developing agreed plans and customizing approach to organisational needs - translating solutions and information to be understood by a wider audience.
• Led and championed change process, quality and compliance as a key driver across the programme; providing company-wide reporting on progress, status, resourcing, risk and financial metrics to the Executive Committee.
• Ensured minimal impact on the business throughout all changes, whilst monitoring and reporting throughout the project lifecycle. Additionally, coordinated meetings with diverse stakeholders including the Dept of Transport, Transport for London and all 3rd party suppliers; closely monitoring the budget to ensure benefits outweighed cost to deliver.
Project Manager, Budget, Management, People management, Compliance, It, Cto, Monitoring, Express, LED, Manager
2015 - 2017
job
Lead Project Manager, Star Mobile
Great Western Railway.
(interim position)
Key Achievements:
● Successfully delivered a business critical, new Mobile Ticketing System; replacing ageing and failing Avantix devices which were responsible for taking 20% of total annual turnover of £1Billion.
● Key liaison figure between technology groups and the business; assuring that Project was developed and implemented according to set standards/project governance, and then audited to provide quality control throughout its life-cycle.
● Defined Critical Success Factors and scope for works (PIDS); tracking progress against agreed baselines, preparing 'Stage Gate' reviews, & managing change through change control process; mitigating risks & issues.
● Worked effectively with multiple related parties; collaborating as necessary to ensure successful delivery, implementation, benefits and 'embedding' of the project.
● Managed and negotiated all critical timelines, budget and payment milestones for the business.
● Additionally, evaluated existing procurement and contractual processes for Star Mobile and advised on a number of other sensitive projects in difficulty. Advised business on 'best practice' for future contracts and equipment purchase.
● Worked with numerous internal stakeholders and supplier to produce site surveys for 34 stations, assess additional power and storage needs, install Wi-Fi and new data points, wrote comprehensive training manual and troubleshooting guide and arranged release, support and training for 1500 users.
● Set up and managed pilot testing site at Oxford station to evaluate and accredit the system prior to roll out.
● Devised and managed ever changing roll out plan affected by poor software and poorly performing hardware. Roll out encompassed 34 sites, 1500 users of mixed ability and a total of 750 new devices.
● Provided detailed review processes post implementation and managed further improvements; identifying and tracking benefits and outcomes to ensure a 'lessons learnt' final closure to help operationally and strategically.
Key Achievements:
● Successfully delivered a business critical, new Mobile Ticketing System; replacing ageing and failing Avantix devices which were responsible for taking 20% of total annual turnover of £1Billion.
● Key liaison figure between technology groups and the business; assuring that Project was developed and implemented according to set standards/project governance, and then audited to provide quality control throughout its life-cycle.
● Defined Critical Success Factors and scope for works (PIDS); tracking progress against agreed baselines, preparing 'Stage Gate' reviews, & managing change through change control process; mitigating risks & issues.
● Worked effectively with multiple related parties; collaborating as necessary to ensure successful delivery, implementation, benefits and 'embedding' of the project.
● Managed and negotiated all critical timelines, budget and payment milestones for the business.
● Additionally, evaluated existing procurement and contractual processes for Star Mobile and advised on a number of other sensitive projects in difficulty. Advised business on 'best practice' for future contracts and equipment purchase.
● Worked with numerous internal stakeholders and supplier to produce site surveys for 34 stations, assess additional power and storage needs, install Wi-Fi and new data points, wrote comprehensive training manual and troubleshooting guide and arranged release, support and training for 1500 users.
● Set up and managed pilot testing site at Oxford station to evaluate and accredit the system prior to roll out.
● Devised and managed ever changing roll out plan affected by poor software and poorly performing hardware. Roll out encompassed 34 sites, 1500 users of mixed ability and a total of 750 new devices.
● Provided detailed review processes post implementation and managed further improvements; identifying and tracking benefits and outcomes to ensure a 'lessons learnt' final closure to help operationally and strategically.
Testing, UP, Manager, Processes, Contracts, Performing, Interim, Guide, Power, Storage, Software, Project Manager, Hardware, Surveys, Implementation, Support, Technology, Procurement, Contracts, Training, Budget
2015 - 2015
job
Commercial Operations, Logistics and Supply Chain Director
unknown.
HCML (Interim)
● Provided detailed commercial advice, costing and margin analysis for new and existing business to the main board.
● Undertook full analysis of existing network to determine costs, margins and utilisation enabling HCML to confidently bid for business at prices 20% less than previous whilst protecting margins.
● Built a compelling commercial proposition for the business encompassing highly specialised clinical services addressing MSK, Psychological and Rehabilitation - targeted at the PMI/Corporate and Public Sector arenas.
● Rebuilt on line locator tool into fully interactive commercial tool for clinicians improving margins by 10% and network efficiency to 99.25%.
● Renegotiated all contracts in the business for key suppliers; reducing costs by 10% and significantly improving operational and service levels.
● Provided comprehensive mentoring and training to the clinical and financial teams; revamping invoicing process, reducing queries and resolution of key supplier issues.
● Provided detailed commercial advice, costing and margin analysis for new and existing business to the main board.
● Undertook full analysis of existing network to determine costs, margins and utilisation enabling HCML to confidently bid for business at prices 20% less than previous whilst protecting margins.
● Built a compelling commercial proposition for the business encompassing highly specialised clinical services addressing MSK, Psychological and Rehabilitation - targeted at the PMI/Corporate and Public Sector arenas.
● Rebuilt on line locator tool into fully interactive commercial tool for clinicians improving margins by 10% and network efficiency to 99.25%.
● Renegotiated all contracts in the business for key suppliers; reducing costs by 10% and significantly improving operational and service levels.
● Provided comprehensive mentoring and training to the clinical and financial teams; revamping invoicing process, reducing queries and resolution of key supplier issues.
Operations, Training, Contracts, Mentoring, Less, Service, Network, Public sector, Costing, Interim, Contracts
2013 - 2014
job
Operations, Procurement & Supply Chain Director
Solarcentury Ltd.
(Interim)
● Member of the senior strategic management team and lead advisor on policy, supply, NPD, pricing, distribution, operations, trade finance.
● Established new international sales offices and trade routes. Led supply chain team responsible for annual procurement budget of £110m.
● Directed and advised business through trade war; sourced key new suppliers, identified new products and developed non- Chinese PV panel 15% cheaper than Chinese equivalent.
● Introduced rigorous S and OP processes leading to stock reduction of 20%+, cleared £1m of old/redundant stock, increased forecast accuracy from 70% to 96%+
● Increased DIFOT to 98%+ and secured savings of 50%+ in existing Italian warehousing and distribution costs.
● Member of the senior strategic management team and lead advisor on policy, supply, NPD, pricing, distribution, operations, trade finance.
● Established new international sales offices and trade routes. Led supply chain team responsible for annual procurement budget of £110m.
● Directed and advised business through trade war; sourced key new suppliers, identified new products and developed non- Chinese PV panel 15% cheaper than Chinese equivalent.
● Introduced rigorous S and OP processes leading to stock reduction of 20%+, cleared £1m of old/redundant stock, increased forecast accuracy from 70% to 96%+
● Increased DIFOT to 98%+ and secured savings of 50%+ in existing Italian warehousing and distribution costs.
Operations, Budget, Procurement, Management, Finance, Sales, Npd, International, Strategic Management, Forecast, Interim, Processes, LED
2012 - 2013
job
Divisional Commercial and Operations Director
London Workwear Rentals.
● Introduced 24/7 working practices to support deliveries to 1500 locations weekly.
● Achieved 40% savings on additional budgeted Olympic service costs.
● Achieved 40% savings on additional budgeted Olympic service costs.
Operations, Service, Support
2010 - 2012
job
Head of Commercial Operations and Supply Chain
Pacific Brands International.
● Led all operations and sourcing for the international division of a $2bn p.a. listed Australian business. Developed global strategy including long term business planning, CSR, marketing and sales strategy
● Led on global business growth including mergers and acquisitions.
● Secured £5m business growth through identification and development of key strategic alliances and partnerships. Led on major home and international sales campaigns and high value negotiations.
● Led on global business growth including mergers and acquisitions.
● Secured £5m business growth through identification and development of key strategic alliances and partnerships. Led on major home and international sales campaigns and high value negotiations.
Marketing, Operations, Marketing and sales, CSR, Sales, Sourcing, Growth, Development, International, LED
2009 - 2010
job
Operations, Commercial, Supply Chain Manager
JMH Lifestyle Group.
● Managed all operational and supply chain activities for group of three high-end retailers - Kilgour of Savile Row, Ray Ward Gunsmiths and Fitriani ladies couture.
● Advised MD and owners on complete business restructure to enhance performance and deliver a step change in business performance and profitability.
● Advised MD and owners on complete business restructure to enhance performance and deliver a step change in business performance and profitability.
Operations, Manager
2008 - 2009
freelance
Operations, Logistics, & Supply Chain Consultant
International Sales.
● Delivered operational and sourcing projects for clients including Jane Norman Group and Courtaulds to enhance revenue, maximise profits and reduce costs.
● Restructured supply bases, conducted end to end review of shipping and finance model, revaluated global supply chain and product offer.
● Restructured supply bases, conducted end to end review of shipping and finance model, revaluated global supply chain and product offer.
Operations, Finance, Sourcing, Shipping
1992 - 2007
job
Managing Director
Business Owner Sugarcane Ltd.
● Built £10m p.a. international fashion and homewares trading company from scratch. Negotiated financing through to conceptual design, production and delivery to major UK retailers.
● Developed world class, global supply chain founded on excellent market knowledge, supplier/product quality, ethical and social compliance, effective cost control and high service standards.
● Managed diverse teams of designers, merchandisers and technicians supporting a range of major high street retailers.
● Developed world class, global supply chain founded on excellent market knowledge, supplier/product quality, ethical and social compliance, effective cost control and high service standards.
● Managed diverse teams of designers, merchandisers and technicians supporting a range of major high street retailers.
Design, Fashion, Service, Compliance, International, Production, Social
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