City Of Westminster, England, United Kingdom
After 30+ years of managing complex change around the globe, I’ve learned that transformation doesn’t have to feel like a step into the unknown. As a co-owner and CEO at Proteus I help organisations cut through complexity and uncertainty to achieve clarity, confidence and predictable outcomes. Over the last 30+ years there have been many dramatic technological, sociological and economic shifts compelling organisations to transform and affecting the context in which they need to transform. Our data shows that 70% of transformations fail to meet business goals, while complexity inexorably increases. Traditional approaches can no longer cope – a smarter approach is needed. At Proteus, we’ve spent over two decades pioneering a different approach. Drawing on insights from 45,000+ project reviews and £100bn+ in transformation investments. Whether you are starting out on a transformation journey, are in the thick of delivery or are about to deploy, our unique and powerful approaches can help.
In 2010 I was one of 3 founding directors/owners of myProteus Limited. myProteus was set up in order to move into a ‘digital & data leveraged’ consultancy, delivery, assurance and training model. We set out to use emerging technology to extend our reach and offer a high value, cost effective proposition giving us a significantly differentiated proposition from other consultancies. A leading columnist in the Trade press endorsed the value of the myProteus proposition as follows: “I’ve been waiting—and sporadically predicting—that consultants would use technology to transform both the reach of scarce expertise and its cost to the client. By and large, this hasn’t happened—consultancy remains predominantly hands-on and bespoke. The myProteus offering leads me to think this may be about to change”. We are now leveraging AI on 15 years worth of project data to further deepen the insights we can give. Since 2023 my primary focus has been on growing Proteus’ ability to deliver excellent outcomes for an ever increasing no. of clients. While continuing to innovate and exploit emerging technologies, such as AI, for our growing client base. My direct involvement in client assignments has necessarily reduced but has included advising clients and supporting the Proteus team on a variety of assignments in the UK and globally, including major ERP implementations, carve-outs and acquisitions and start-ups. Clients include WPP, Refinitiv, Centrica, Specsavers, Admiral, NEOM, Spirax, Equiniti, Johnson Matthey, as well as the Home Office, MoD, MoJ, FCA, Student Loans Company in the public sector.
I was Programme Director for the Aegon UK Integration Programme which managed the acquisition and integration of Blackrock DC and Cofunds by Aegon and the subsequent operational integration and technology migration. I reported to the Aegon Chief Integration Officer, and worked closely with the Chief Operating Officer and the Executive Steering Committee to shape and deliver ten major sub-programmes under the ‘Integration Programme’. This included two aquisitions and subsequently five platform migrations, an operational merger of 3 organisations, as well as two Annuities Part VII transfers out and a Part VII Transfer in. The programme transformed Aegon into the UK company with highest funds under management on a digital platform, over £100bn funds under management.
Strategic Planning: I am managing the formulation of a five-year (2020) transformation strategy for this ‘household brand’ bank, reporting to the CEO. Key to the strategy is identifying the major strategic drivers, outcomes and required core competencies & capabilities. Having worked with the Bank’s Executive team to formulate a ‘directional’ end state for the Bank I am currently working with the leadership team in the Bank to develop a series of target transition states for the entire Bank, gauging pace and sequence and balancing growth and investment. Change Function Set-Up: I am working with the Bank’s Head of Change designing and implementing a Change function to support, and provide propulsion for, the transformational objectives of the Bank. This includes establishing the required mix and level of capabilities including a strategic planning function, a business/transformation design function, a delivery function, a change management function and a central Portfolio Management Office. Programme Assurance & Delivery: I reviewed the Banks Transition programme for the move from joint venture with Lloyds Banking Group to stand-alone bank. I subsequently led a team to implement a no. of actions to build capability and reduce significant planning and approach misalignment between the principal parties, successfully avoiding several months of delay. I then undertook the Head of Delivery role, on an interim basis, completing the first phase of the programme (Change in Control) successfully, on time and within budget, on February 1st 2014. The programme also successfully introduced a stand-alone Treasury Management function during this period. The transition of core bank facilities and Savings products was underway with the transition of Cards and Loans products and ATM managed service switchover mobilised. Between February 2014 and June 2014, I handed over to the newly appointed Business Transition Director and work started on the above 2020 Strategic Planning.
Programme Director for a programme of operational compliance to payment industry security standards. The programme involved new build and modification to 24 systems, 13 suppliers, and impacted all areas of the business. Operational, facilities and systems changes were deployed to 33 countries. The programme had been running for some years and was not delivering to plan. After re-shaping the programme, the first phase was successfully implemented in nine months, achieving significantly enhanced security/compliance. This allowed VAA to defer further work to coincide with future planned systems upgrades at some cost saving.
Central PMO, Project Improvement & Delivery Assurance: I advised and supported QBE on setting up a high performing central Portfolio Management Office with a robust stage-gate assurance process. I also advised on improvements to the Change function and the execution and governance of the portfolio of European projects. I conducted several independent delivery assurance reviews on key projects and supported the implementation of key recommendations from the reviews.