Smartsheet Professionally Certified Consultant

• Apr 2021 - Present

Director and Managing Consultant

• Sep 2015 - Present

Ellis Kane Consulting believes in an open and collaborative approach to identifying and implementing, process, systems and operational improvements for your business. ​Our approach is based on a simple five step process developed from 20+ years of experience. It is a creative-yet-practical approach to finding solutions, utilising data gathering and analysis across the whole business environment – to help ensure your business is in the best possible place to anticipate and overcome future challenges. The five steps are: 1. Clarification of the scope and nature of the issues to be resolved. 2. Data gathering, including interviews with key management and stakeholders. 3. Analysis and evaluation of all relevant data and information gathered. 4. Validation and testing of possible solutions with project sponsors. 5. And finally, clear and concise communication of our recommendations. The benefit of this approach is that it can be applied to short reviews that require only a few days of consultancy support to longer-term projects that require more detailed analysis depending on your business. ​Ellis Kane Consultancy aims to tailor our flexible and value-added consultancy support to clients’ requirements and timescales. It is a simple, but thorough, system of data gathering, analysis and extrapolation with only one aim so your business can anticipate and overcome future challenges. Show less

Senior Manager Brexit Commercial Planning

• 2018 - 2019

Initiated the contingency planning across all commercial divisions for a 'Hard Brexit' scenario, identified priority categories and suppliers and coordinated the cross functional implementation of the agreed plan. Initiated the contingency planning across all commercial divisions for a 'Hard Brexit' scenario, identified priority categories and suppliers and coordinated the cross functional implementation of the agreed plan.

Senior Manager - ERP Programme

• 2017 - 2018

Achievements: • Analysed group-wide business requirements, developed recommended options and obtained sign-off by the IPL Board and Asda Capital Committee to get the project appropriately funded and resourced; • Subsequently recruited and led a specialist, highly experienced team to deliver change by equipping them with a clear strategic and operational vision. Achievements: • Analysed group-wide business requirements, developed recommended options and obtained sign-off by the IPL Board and Asda Capital Committee to get the project appropriately funded and resourced; • Subsequently recruited and led a specialist, highly experienced team to deliver change by equipping them with a clear strategic and operational vision.

Consulting Associate

• 2015 - 2016

For a major UK wholesaler delivered stock reduction and cash flow improvements of £26 million. For a major UK wholesaler delivered stock reduction and cash flow improvements of £26 million.

Commercial Transformation Manager

• 2015 - 2015

Ensured that improved, customer focused ranges were successfully implemented within the Convenience store estate of 150 stores with annual sales of £170 million. The initiative generated double-digit percentage sales growth on the new ranges, making it an outstanding success within the industry as determined by the Institute of Grocery Distribution. • Developed, agreed, implemented, documented and then project managed improved processes, critical paths and contingency plans for 25 new ranges of more than 2000 products to ensure all ranges landed impeccably and on-time with store operations. • Authored C-Level reports and progress updates. • Facilitated workshops and group activities to ensure full stakeholder understanding and alignment of project success criteria, scope, assumptions, opportunities and risks. • Mapped how 13 discrete information systems used across the business interacted and then ensured that the information requirements of each stakeholder group were delivered in accordance with each critical path. Show less

Own Brand Sourcing & Process Manager

• 2013 - 2014

I developed the internal strategy and set-up new cross-functional operational processes and procedures for a new business division. I was responsible for a procurement spend of £240m p.a. and delivered £7.6m of cost-of-goods savings and margin improvement whilst in this role.

Business Transformation Manager

• 2012 - 2013

Delivered savings of £18 million over three years, initially as a consultant and then as an employee, by developing the operational, procurement and supply chain strategy for the Entertainment category with annual sales of £150 million. Translated the strategy into a deliverable tactical plan for the implementation of the new cross-functional operating processes and management systems.• Managed the operational transition from a wholesaler (middle-man) set-up to a third party pick/pack/ship operator, in order to implement a direct trading model with suppliers (including Disney, Sony, Paramount and Warner Bros), generating savings of £7 million per annum.• Authored C-Level investment proposals that were subsequently approved.• Successfully implemented operational improvements resulting in annual shrinkage benefits of £5.8 million.• Evaluated and recommended the licensing of an Entertainment specific sales and stock management system that improved customer product availability, mitigated stock depreciation risk and generated additional sales.• Devised and implemented an ‘open-to-buy’ model for improved stock management, resulting in an 80% stock reduction with a cash flow benefit of £5.2 million per annum. Show less

Management Consultant

• 2010 - 2012

Providing consulting services to W M Morrisons Supermarkets PLC: • Managing the supply chain transformation of the Entertainment category (see also Business Transformation Manager achievements above) • For the Clothing category (Nutmeg brand), performed financial evaluations for strategic options, followed by business case and project planning for initial launch. Providing consulting services to W M Morrisons Supermarkets PLC: • Managing the supply chain transformation of the Entertainment category (see also Business Transformation Manager achievements above) • For the Clothing category (Nutmeg brand), performed financial evaluations for strategic options, followed by business case and project planning for initial launch.

Joint Managing and Finance Director

• 2008 - 2010

Director of a private equity funded venture. Director of a private equity funded venture.

Management Consultant

• 2008 - 2008

Providing consulting services to ASDA Wal-Mart formulating and evaluating strategy options for the Entertainment category. Comprehensive recommendations included changes to merchandising, merchandise planning and return to vendor arrangements with suppliers delivering potential savings of £7.5 million p.a. Providing consulting services to ASDA Wal-Mart formulating and evaluating strategy options for the Entertainment category. Comprehensive recommendations included changes to merchandising, merchandise planning and return to vendor arrangements with suppliers delivering potential savings of £7.5 million p.a.

Project Manager for IPL set-up, then Business Development Change Manager

• 2004 - 2008

Initially as an external Deloitte consultant and then as an IPL employee: I was the sole project consultant working alongside a small team from Bakkavor PLC that: - Developed, formulated and delivered the industry leading concept to re-engineer the direct procurement of the global supply of fresh fruit and vegetables to ASDA; - Successfully won the competitive tender worth £750m in turnover over 5 years by creating a robust business case, project set-up and buy-out plan that was then approved by the ASDA management board; • I was then appointed project manager for the creation and operational set-up of the new company (IPL) and became the first employee with key responsibilities for budget tracking, project and risk management from inception to legal completion and ‘go-live’ in July 2004; • Once the company was operational I became a key member of the senior management team, during which time I: - Managed the planning function to ensure excellent daily in-bound product availability to eight regional ASDA UK distribution centres for short-shelf life products by delivering a very reactive and cost-efficient supply chain for a business that grew from zero to £250 million turnover in five years. This amounted to 17% by volume of all imported UK fresh fruit and vegetables; - Successfully established and launched several industry leading collaborative supply chain initiatives to improve product shelf-life, freshness and cost effectiveness for the benefit of ASDA’s customers; - Managed all new business development, including all international elements of the supply chain; - Devised and delivered a seasonally adjusted multi-site operational plan to accommodate changing supply and demand requirements with a wide range of internal and external stakeholders. The plan often required the outsourcing of operational capacity to third party providers whom I managed to ensure that product quality and technical compliance was maintained at all times. Show less

Senior Management Consultant

• 1999 - 2003

Management Consultant and Audit & Advisory ACA Trainee. Clients included: Retail - ASDA Wal-Mart, Marks & Spencer, Littlewoods; Manufacturing - Akzo Nobel, Courtaulds Textiles, DePuy International, Carter Thermal Industries; Voestalpine Metsec plc; Xpelair; Logistics & Transport - Freshlinc Transport, Turners Distribution, Manchester Airport; Other - DTZ, William Hill, PDSA, Paragon. Management Consultant and Audit & Advisory ACA Trainee. Clients included: Retail - ASDA Wal-Mart, Marks & Spencer, Littlewoods; Manufacturing - Akzo Nobel, Courtaulds Textiles, DePuy International, Carter Thermal Industries; Voestalpine Metsec plc; Xpelair; Logistics & Transport - Freshlinc Transport, Turners Distribution, Manchester Airport; Other - DTZ, William Hill, PDSA, Paragon.

Auditor

• 1996 - 1998

Field management of audit teams of up to 12 auditors; gained an appreciation of financial processes and systems in a variety of industries and non-for-profit organisations and the identification and management of audit risk areas. Field management of audit teams of up to 12 auditors; gained an appreciation of financial processes and systems in a variety of industries and non-for-profit organisations and the identification and management of audit risk areas.

Graduate chemical engineer

• 1992 - 1994