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Business transformation specialist with amazing track record
amanda-jane harrison
,
Goudhurst, United Kingdom
Experience
Other titles
Skills
I'm offering
I’ve got an amazing track record of cost optimisation and reduction, process optimisation, wholesale business transformations (people process sourcing tech) and digital innovations that win awards and a competitive platform edge.
I’ve worked for big corporates, PE and start ups (from seed to Series B)
I’m experienced in the life cycle of strategy implementation and transformation and happy to roll my sleeves up!
I’ve worked for big corporates, PE and start ups (from seed to Series B)
I’m experienced in the life cycle of strategy implementation and transformation and happy to roll my sleeves up!
Markets
United States
(Remote
only)
Canada
(Remote
only)
United Kingdom
France
(Remote
only)
Germany
(Remote
only)
Lithuania
Denmark
(Remote
only)
Norway
(Remote
only)
Sweden
(Remote
only)
Finland
(Remote
only)
Industries
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2019 - 2020
freelance
Business Transformation Consultant
salvation army housing association.
Creation of a business blueprint to improve operating margins in a geographically dispersed organisation with a complex service offering - people, process and technology
- Supported/ advised the Board & EMT to create a new corporate and customer strategy
- Created a TOM, underpinning business case and associated plans/ investment profile/ ROI and SRI (social return on investment)/ KPIs/OKRs for the transformation
- Paid particular attention to the HR element of the TOM, as the cultural transformation this enabled was key to enabling a successful business transformation
- Supported/ advised the Board & EMT to create a new corporate and customer strategy
- Created a TOM, underpinning business case and associated plans/ investment profile/ ROI and SRI (social return on investment)/ KPIs/OKRs for the transformation
- Paid particular attention to the HR element of the TOM, as the cultural transformation this enabled was key to enabling a successful business transformation
ROI, Business transformation, Service, Technology, Business Case, Transformation, Organization, Social, Business strategy, Business Optimization, Project and program management, Strategic Planning
2019 - 2020
freelance
Business Transformation Consultant, Client Strategy
Savills EMEA Board.
Working with the Board, HR and Business Development to create a TOM covering organisation, people, process, technology. Aim of increasing revenue by £100M by transforming how they do BD
- Worked with the Board to define strategic aims and advise on options, make recommendations
- Created alternate business architecture models for the Board, along with impacts and a recommendation
- Modelled options for the Board with a recommendation reconciling with strategic aims
- Created a detailed TOM, underpinning plan and roadmap to move from current to future
- Authored business case for the required investment and business buy in
- Worked with the Board to define strategic aims and advise on options, make recommendations
- Created alternate business architecture models for the Board, along with impacts and a recommendation
- Modelled options for the Board with a recommendation reconciling with strategic aims
- Created a detailed TOM, underpinning plan and roadmap to move from current to future
- Authored business case for the required investment and business buy in
Business development, Business transformation, Architecture, Technology, Business Case, Transformation, Development, Organization, Tender and procurement, Business strategy, Strategic Planning, Program Management, Stakeholder Management, Trusted Advisor, Zscaler
2019 - 2020
freelance
Business Transformation Consultant , Customer Strategy
SEGRO.
https://www.egi.co.uk/news/segro-pilots-smart-tech-in-20-warehouses/
Ideation and of delivery of the first 20 smart warehouses in Europe that saved clients 15%+ of their operating costs and helped SEGRO gain market share. Clients included VW, Amazon, BioRad, DHL, Kuehne Nagel, XPO, Nestle, SDA (Italian Post)
- Consultation with the EC to determine strategic aims and commercial constraints
- Client consultation and market research to define the most impactful product
- Following org maturity assessment and capability modelling with the wider business, creation of a TOM to underpin successful delivery of the new product - POTI - people, organisation, (culture, capability), technology, information
- Along with delivery of the product, delivery of the underpinning culture and OD streams to assure success
Ideation and of delivery of the first 20 smart warehouses in Europe that saved clients 15%+ of their operating costs and helped SEGRO gain market share. Clients included VW, Amazon, BioRad, DHL, Kuehne Nagel, XPO, Nestle, SDA (Italian Post)
- Consultation with the EC to determine strategic aims and commercial constraints
- Client consultation and market research to define the most impactful product
- Following org maturity assessment and capability modelling with the wider business, creation of a TOM to underpin successful delivery of the new product - POTI - people, organisation, (culture, capability), technology, information
- Along with delivery of the product, delivery of the underpinning culture and OD streams to assure success
Market research, Research, Business transformation, Technology, Transformation, Amazon, Assessment, Organization
2011 - 2019
freelance
Business Transformation Consultant
JLL.
Post merger integration and business optimisation
Business transformation, Transformation
2017 - 2019
freelance
Programme Director
NXT Office.
a game changing client experience that increased revenue by £2M in the first half year following the press launch. Delivered on time and in budget, creating a competitive edge:
https://www.jll.co.uk/en/newsroom/jll-to-digitally-revolutionise-how-occupiers-find-new-office-space
Accountable for
• Client Journey - re engineering current state design of the 'client journey' in collaboration with fee earners and clients
• TOM - creation of the appropriate future state organisation and underpinning business processes required to supply the requisite data to the necessary standards- capability modelling, org maturity modelling, culture ideation and definition
• Business change - business readiness involving a paradigm shift in the fee earner's attitude to, and treatment of, key data and the harvesting and curation of cross market data
• Process- lean re-engineering of existing end to end business processes
• Creative - design and execution of the PR and marketing campaign to ensure maximum coverage and 'buzz'
• Commercials - negotiation of contracts and commercials with all suppliers to deliver the best outcomes
https://www.jll.co.uk/en/newsroom/jll-to-digitally-revolutionise-how-occupiers-find-new-office-space
Accountable for
• Client Journey - re engineering current state design of the 'client journey' in collaboration with fee earners and clients
• TOM - creation of the appropriate future state organisation and underpinning business processes required to supply the requisite data to the necessary standards- capability modelling, org maturity modelling, culture ideation and definition
• Business change - business readiness involving a paradigm shift in the fee earner's attitude to, and treatment of, key data and the harvesting and curation of cross market data
• Process- lean re-engineering of existing end to end business processes
• Creative - design and execution of the PR and marketing campaign to ensure maximum coverage and 'buzz'
• Commercials - negotiation of contracts and commercials with all suppliers to deliver the best outcomes
Marketing, Design, Budget, Lean, Pr, Engineering, Office, Organization, Campaign, Processes, Contracts
2014 - 2016
freelance
Business Transformation Consultant, Cost Reduction, TOM
Target Operating Model.
Leading a small team, working with discrete areas of the business, modelling its ideal future state to reduce costs, 15-20% year on year and optimize productivity, 15-30%. Covering HR, PAM, Corporate Solutions, P&DS, Capital Markets, Office Agency-
Accountable for
• Mapping current state organisation structure and processes, identifying strengths and weaknesses in the current state
• Re engineering processes to identify opportunities for automation and 'SHIFT LEFT'- moving activities to a lower cost resource, potentially Shared Services and/or lower cost location
• Modelling alternate organisational designs to underpin the recommended future state
• Business Change - gap analysis and remedial plans to achieve the selected Target Operating Model
Accountable for
• Mapping current state organisation structure and processes, identifying strengths and weaknesses in the current state
• Re engineering processes to identify opportunities for automation and 'SHIFT LEFT'- moving activities to a lower cost resource, potentially Shared Services and/or lower cost location
• Modelling alternate organisational designs to underpin the recommended future state
• Business Change - gap analysis and remedial plans to achieve the selected Target Operating Model
Automation, Business transformation, Engineering, Transformation, Office, Organization, Processes, Ideal
2014 - 2015
freelance
Business Transformation Director, Viridian Housing/ Asra Housing
Viridian (now Optivo).
Reporting to Exec and Non Exec Board - Advising two Housing Associations on the business case and integration and transformation plans for a partnership in a highly regulated environment
Accountable for
• Creation of a TOM and delivery of an associated approved business case (approved by the regulator and the external and internal Board and Exec)- target savings of 25%- organisation, culture, capability, process, tech
• Design of the associated integration and transformation plans
• Stakeholder engagement, Board to all levels
Accountable for
• Creation of a TOM and delivery of an associated approved business case (approved by the regulator and the external and internal Board and Exec)- target savings of 25%- organisation, culture, capability, process, tech
• Design of the associated integration and transformation plans
• Stakeholder engagement, Board to all levels
Design, Business transformation, Integration, Business Case, Transformation, Organization
2012 - 2013
freelance
Interim Portfolio Director
unknown.
Ensuring that the capital investment (£100M+) delivered an ROI, IRR and the desired business outcomes, on time and in budget
Accountable for
• In consultation with the board, authoring a five year plan to align investment with business strategy, along with the accompanying business case
• Creating a roadmap to deliver the identified priorities and outcomes in a tangible, measurable way
• Creating and implementing a governance model to reduce operational, financial and commercial risk
• Quality Assurance for delivery of each of the programmes and projects
• Financial management for the portfolio
Accountable for
• In consultation with the board, authoring a five year plan to align investment with business strategy, along with the accompanying business case
• Creating a roadmap to deliver the identified priorities and outcomes in a tangible, measurable way
• Creating and implementing a governance model to reduce operational, financial and commercial risk
• Quality Assurance for delivery of each of the programmes and projects
• Financial management for the portfolio
Business strategy, Budget, ROI, Management, Business Case, Quality assurance, Interim
2013 - 2013
freelance
Business Transformation Consultant, TOM
unknown.
Project Dyson for Valuations (Cost Reduction) - Creation of an end to end digitally enabled process to reduce costs, increase staff productivity, improve compliance and reduce operational risk and commercial exposure
Accountable for
• Creating and facilitating collaborative continuous improvement workshops with the fee earners to re-engineer their own process, procedures and policies. This ensured that the resulting end to end process was more easily embedded, accelerating business readiness for a digital transformation. Reducing costs/ increasing capacity to serve incremental business with reduced operating margin.
Accountable for
• Creating and facilitating collaborative continuous improvement workshops with the fee earners to re-engineer their own process, procedures and policies. This ensured that the resulting end to end process was more easily embedded, accelerating business readiness for a digital transformation. Reducing costs/ increasing capacity to serve incremental business with reduced operating margin.
Digital transformation, Continuous improvement, Business transformation, Compliance, Embedded, Workshops, Transformation
2011 - 2012
freelance
Interim Business Change Consultant
unknown.
(TOM), Reckitt Benckiser, FTSE 25 company, market leader in FMCG
• TOM design and associated transformation plan to mature services, processes and organisation to optimise costs and agility of the service organization post multiple acquisitions
• Identified cost savings and cost levers - >15% year on year Opex cost reduction - created the business change roadmap to realise the associated benefits realisation schedule
• TOM design and associated transformation plan to mature services, processes and organisation to optimise costs and agility of the service organization post multiple acquisitions
• Identified cost savings and cost levers - >15% year on year Opex cost reduction - created the business change roadmap to realise the associated benefits realisation schedule
Design, Service, FMCG, Transformation, Organization, Interim, Processes
2011 - 2012
freelance
Programme Director - TOM- Post Merger Integration
unknown.
JLL and Kingsturge merged, creating a single entity comprised of a global corporate and a former partnership. Reporting to the newly formed board, it was my responsibility to ensure that the new business could operate effectively on day one, and to continuously improve and embed its performance over the first year of business, helping to realise the goal of 'twice as much for half the cost'
Accountable for
• Design and delivery of TOM to realise the strategic aims of the merger
• Creation of the underpinning business case with org design options and associated impact on business outcomes/ costs modelled
• Definition and delivery of the HR workstream - working with the Head of HR - included TUPE and redundancy processes for 200+ staff
• Creation and delivery of plans and budget
Ad Hoc throughout 2016 Strategy and Business Transformation Consultant, The Windsor Group - Working with the leading CRE firms on ground breaking Radius Data Exchange - it was a JV before it was picked up by EG
Accountable for
• Creation of a TOM - culture, capability, org modelling, process, sourcing
• Advice on commercials, legal position (anti, anti-competitive approach via collaboration with lawyers),
• Stakeholder management -FTSE Board level, 12 CXOs at CBRE, Savills, BNP Paribas etc
Accountable for
• Design and delivery of TOM to realise the strategic aims of the merger
• Creation of the underpinning business case with org design options and associated impact on business outcomes/ costs modelled
• Definition and delivery of the HR workstream - working with the Head of HR - included TUPE and redundancy processes for 200+ staff
• Creation and delivery of plans and budget
Ad Hoc throughout 2016 Strategy and Business Transformation Consultant, The Windsor Group - Working with the leading CRE firms on ground breaking Radius Data Exchange - it was a JV before it was picked up by EG
Accountable for
• Creation of a TOM - culture, capability, org modelling, process, sourcing
• Advice on commercials, legal position (anti, anti-competitive approach via collaboration with lawyers),
• Stakeholder management -FTSE Board level, 12 CXOs at CBRE, Savills, BNP Paribas etc
Design, Budget, Exchange, Stakeholder Management, Business transformation, Management, Integration, Sourcing, Business Case, It, Transformation, Processes, UP
2006 - 2011
job
Global Head of IT Transformation
Freshfields Bruckhaus Deringer.
• Working for a 7000 user, £1bn magic circle law firm to modernise and transform their IT Services by defining and implementing an interim, mid and long term strategy, encompassing global sourcing, tools, processes and organisation and the associated transition plans.
• Responsible for a team of 120+ across 28 offices and 6 regions (Asia, Central Eastern Europe, Germany, London, Middle East, US).
• Identified and implemented savings of 20% year on year for support services - a self-funding transformation.
• Responsible for a team of 120+ across 28 offices and 6 regions (Asia, Central Eastern Europe, Germany, London, Middle East, US).
• Identified and implemented savings of 20% year on year for support services - a self-funding transformation.
Sourcing, It, Transformation, Support, Organization, Interim, Processes, Asia
2005 - 2006
freelance
Interim Business Change Director
Lambeth social services.
Social care business transformation
Interim
2006 - 2006
freelance
Interim Senior Advisory Consultant, Global Sourcing and Service Delivery
BP.
Called in to consult on a newly signed outsourcing deal with a top tier supplier to identify opportunities for further cost savings and service improvements - Identified contractual changes leading to cost reduction (c5%) and improved service levels
Service, Sourcing, Outsourcing, C5, Interim, Service Delivery
2003 - 2005
freelance
Interim Senior Business Change Consultant - TOM/ Shared Services Set Up
UBS.
Interim, UP
2003 - 2003
freelance
Interim Service Management Consultant
Shared Service Centre.
Oct 02- Oct 03 Interim Transformation Director, BP Trading (IST)
Management, Service, Service Management, Transformation, Management Consultant, Interim
2000 - 2002
job
Consultant
PricewaterhouseCoopers.
1998 - 2000
job
Senior Service Manager
BBC.
Business transformation consultant
Radio, Service, TV, Development, Service Manager, Manager
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