Having a clear vision of what success looks like is important at the start of any programme or project. Starting with the end in mind allows you to set up key metrics to both manage output when you’re in the middle of delivering projects (ensuring that you are delivering against the business case) and also ensures that you know what results (outcomes) you expect to see once the change is delivered upon go live.

A key part of this is to have a benefits owner identified in the organisation who can monitor the realisation of the programme or project benefits against the original business case once the delivery mechanism is closed down and also ensure that the delivery has the end results in mind as it is executed.

Provided analysis and set direction for a cost savings project for a telecoms organisation resulting in savings in excess of £1m

Led the design of a staff scheduling model for a national telecoms retail chain to calculate its most effective staffing utilisation, resulting in first year savings of £550,000 and a change in full time to part time staffing mix which improved the customer experience.

Produced an options evaluation model for a charitable foundation to enable it to formally assess all funding requests against its key criteria enabling a consistent and transparent process for funding decisions.

Led the development of a new KPI reporting dashboard for a national telecoms UK HR function utilising dynamic dashboards leading to a step change in the way the management team reviewed and managed their function.

Supported a change programme set clear KPIs and success measures enabling them to evaluate post-delivery benefits realisation.

Worked with the senior management team to establish key success measures for a large three year transformation programme, resulting in the delivery of a KPI dashboard to measure outcomes of the programme rather than just output.