Experience

Burnham Rosen Group

• United States
• Professional Training and Coaching
• 1 - 100 Employee

• Associate

  • Sep 2006 - Present

  Leadership consultant and coach. We apply the scientific discipline of empirical research to the art of leadership development, culture change and talent management. We work with individuals and organisations on aligning the dominant implicit thoughts of key leaders with the implicit thoughts that drive top performance and so support the accomplishment of their individual purpose and that of their organisation. Our work is used by individuals and organisations to transform their performance. Really. Investigations by clients show that this unique approach delivers results greatly in excess of behavior and skills based leadership development. For example: • BRG developed with a world leader in health insurance and provision an organisation-wide program, which was successful in improving long-term client relationships and client service with the aim of helping clients to live healthier lives. I worked on the workshop and coaching elements. • A County Council and a Primary Care Trust used BRG research, workshops and coaching to facilitate the bringing together of their organisations to improve services, grow prosperity and rationalise their costs. I delivered workshops and coaching and worked with both the social care teams and the finance teams to develop a shared purpose and strategic plan for achieving their objectives. Show less



The Point Ltd

• Director

  • Jan 1993 - Present

  I saw an unmet need for people who had my abilities to make radical organisational changes happen but didn't have the urgent tasks and deadlines which can hijack the time and energy of every director. Named my business The Point to remind clients and I to keep questioning what our purpose is and why it’s important we achieve it. Wide variety of private and public organisations. Sample projects: Developed a program for ambitious finance leaders who are determined to evolve powerful softer abilities alongside their technical skills but need to keep time away from the day job to a minimum. Big pharma support functions - developed strategies with heads of teams to prove they should survive. They all did. Designed and implemented with senior civil servants radical improvements in 60 strong team of scientists and administrators. Objective setting, performance management, teambuilding, project management and developing leaders. Team moved from being of serious concern to being seen as a beacon of effective methods Supported the very hands-on MD of a family owned leisure business to move to the role of chairman by developing family members into effective Directors Developed with MD of a software house, plans to radically enhance customer satisfaction. Mentored his team, increased effectiveness of sales people and consultants - delivered big increases in profits Leading health company realised obsession with short term sales was damaging its customer service, inhibiting growth. Collaborating to identify:  How longer conversations focused on the clients wider health concerns would surface opportunities for the company to meet many more of the clients’ needs, developing both business and perceived customer service  How the skills profile of staff needed to change and how to support staff in making the change Show less



St Ivel Chilled Products

• Director of Finance and IT

  • Jan 1988 - Dec 1992

  FMCG £350m turnover, £20m net profit. 2000 employees, 13 factories. Formulated and implemented strategy as a member of the team of executive directors which more than doubled profitability through product innovation, business process re-engineering, capacity rationalization, many acquisitions and some divestment.Reduced the number of finance staff by a third whilst improving the service.Introduced proactive competitor analysis which enabled us to achieve a step change in the impact made by our sales, marketing and operations teams. Show less

• Head of Management Accounting

  • Jan 1986 - Jan 1988

  FMCG £350m turnover, £20m net profit. 2000 employees, 13 factories. Created a proactive commercial information analysis and advice service for all decision makers. Introduced individually tailored Balanced Scorecard reports that focused more on forecasts than history, revealing the inter-dependencies of our key success factors resulting in greater attention on the areas that were key to delivering our objectives.For the first time each leader had clear medium and short term targets which flowed directly from strategy, understood their progress towards their goals and had an able commercial accountant (business partner) within their team who was an integral part of their decision making. Show less



St Ivel Ltd

• Swindon, United Kingdom

• Forecasts and Systems Accountant

  • Jan 1982 - Dec 1985

  Led team to design and build systems (bespoke mainframe, 4GL and Lotus) to report on, forecast and maximise product / customer / factory / distribution channel profitability. Coordinated all budgets and strategic plans. Challenged and supported Board strategic reviews. Led team to design and build systems (bespoke mainframe, 4GL and Lotus) to report on, forecast and maximise product / customer / factory / distribution channel profitability. Coordinated all budgets and strategic plans. Challenged and supported Board strategic reviews.