Alan Filtness
Head of Business Change at Brightwell- Claim this Profile
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Bio
David Strong
I have now worked with Alan on 2 separate assignments in 2 different industries. The most recent was at WEX where he was looking to implement a Continuous Improvement methodology whilst also managing the operation in the UK & US sites. What I was really impressed with, other than the detailed knowledge and experience he brought to the role, was his ability to explain his vision to people of all levels within the organisation. He could keep the CEO engaged with the journey the company was going on, as well as working with the people on the floor to ensure it happened. He was able to provide me with a clear goal and deadlines for the work I needed to complete, but at the same time leave me the space and autonomy to arrive at the best possible solution to deliver what was needed. It was a pleasure working with him again.
Laia G.
I have had the pleasure to be co-workers with Alan, where he has proven to be one of the best mentors I could wish for. Alan provided a solid stream of guidance, coaching, and sound check throughout all the business improvement projects I led. Alan is now my manager. Alan has an inclusive leadership style, a strategic mind, and effective management of internal stakeholders. Alan boundless knowledge on Lean Six Sigma tools and methodology, and expertise, makes Alan a key asset to have in any business improvement team.
David Strong
I have now worked with Alan on 2 separate assignments in 2 different industries. The most recent was at WEX where he was looking to implement a Continuous Improvement methodology whilst also managing the operation in the UK & US sites. What I was really impressed with, other than the detailed knowledge and experience he brought to the role, was his ability to explain his vision to people of all levels within the organisation. He could keep the CEO engaged with the journey the company was going on, as well as working with the people on the floor to ensure it happened. He was able to provide me with a clear goal and deadlines for the work I needed to complete, but at the same time leave me the space and autonomy to arrive at the best possible solution to deliver what was needed. It was a pleasure working with him again.
Laia G.
I have had the pleasure to be co-workers with Alan, where he has proven to be one of the best mentors I could wish for. Alan provided a solid stream of guidance, coaching, and sound check throughout all the business improvement projects I led. Alan is now my manager. Alan has an inclusive leadership style, a strategic mind, and effective management of internal stakeholders. Alan boundless knowledge on Lean Six Sigma tools and methodology, and expertise, makes Alan a key asset to have in any business improvement team.
David Strong
I have now worked with Alan on 2 separate assignments in 2 different industries. The most recent was at WEX where he was looking to implement a Continuous Improvement methodology whilst also managing the operation in the UK & US sites. What I was really impressed with, other than the detailed knowledge and experience he brought to the role, was his ability to explain his vision to people of all levels within the organisation. He could keep the CEO engaged with the journey the company was going on, as well as working with the people on the floor to ensure it happened. He was able to provide me with a clear goal and deadlines for the work I needed to complete, but at the same time leave me the space and autonomy to arrive at the best possible solution to deliver what was needed. It was a pleasure working with him again.
Laia G.
I have had the pleasure to be co-workers with Alan, where he has proven to be one of the best mentors I could wish for. Alan provided a solid stream of guidance, coaching, and sound check throughout all the business improvement projects I led. Alan is now my manager. Alan has an inclusive leadership style, a strategic mind, and effective management of internal stakeholders. Alan boundless knowledge on Lean Six Sigma tools and methodology, and expertise, makes Alan a key asset to have in any business improvement team.
David Strong
I have now worked with Alan on 2 separate assignments in 2 different industries. The most recent was at WEX where he was looking to implement a Continuous Improvement methodology whilst also managing the operation in the UK & US sites. What I was really impressed with, other than the detailed knowledge and experience he brought to the role, was his ability to explain his vision to people of all levels within the organisation. He could keep the CEO engaged with the journey the company was going on, as well as working with the people on the floor to ensure it happened. He was able to provide me with a clear goal and deadlines for the work I needed to complete, but at the same time leave me the space and autonomy to arrive at the best possible solution to deliver what was needed. It was a pleasure working with him again.
Laia G.
I have had the pleasure to be co-workers with Alan, where he has proven to be one of the best mentors I could wish for. Alan provided a solid stream of guidance, coaching, and sound check throughout all the business improvement projects I led. Alan is now my manager. Alan has an inclusive leadership style, a strategic mind, and effective management of internal stakeholders. Alan boundless knowledge on Lean Six Sigma tools and methodology, and expertise, makes Alan a key asset to have in any business improvement team.
Experience
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Brightwell
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United Kingdom
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Investment Management
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1 - 100 Employee
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Head of Business Change
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Sep 2022 - Present
Leading the Member Services Business Change function which includes Change Management, Operational Excellence and Quality. Responsibility for improving the quality and effectiveness of the operational performance, whilst leading Change Management practice across Member Services ensuring the portfolio of change is delivered using a ‘best-practice’ project delivery approach and are delivered within the agreed scope, time, cost and quality.
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Head of Operational Excellence
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Sep 2019 - Aug 2022
Leading the Operational Excellence team, with responsibility for improving the quality and effectiveness of the operational performance provided by the pension administration team. To enable the administration to be recognised as a Best in Class operation by developing the operational and problem solving capabilities that delivers a dependable service to members.
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WEX
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United States
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Software Development
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700 & Above Employee
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Consultant
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Oct 2018 - Jul 2019
Responsible for designing, delivering and leading the transformation of the customer onboarding operation bringing together North America, Europe and APMEA to ensure one consistent global process. Working with the senior leadership team, defined and led key elements of the global operating model and enhanced service provision, to support high growth across all regions globally. Responsible for designing, delivering and leading the transformation of the customer onboarding operation bringing together North America, Europe and APMEA to ensure one consistent global process. Working with the senior leadership team, defined and led key elements of the global operating model and enhanced service provision, to support high growth across all regions globally.
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Centrica
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United Kingdom
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Utilities
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700 & Above Employee
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Head of Assurance & Investment Management - Portfolio Governance (Interim)
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May 2018 - Oct 2018
Responsible for governance and investment management for the transformation of the UK Home business for Centrica. Leading a team of 9 people to provide delivery support whilst ensuring appropriate governance, rigour and control process are in place across a three-year transformation programme. Responsible for governance and investment management for the transformation of the UK Home business for Centrica. Leading a team of 9 people to provide delivery support whilst ensuring appropriate governance, rigour and control process are in place across a three-year transformation programme.
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Gobeyond Partners
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United Kingdom
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Business Consulting and Services
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100 - 200 Employee
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Head of Transformation & Model Office
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Oct 2017 - May 2018
As part of a TUPE process I moved across to gobeyond. Responsible for the Transformation capability and Model Office driving major change across key clients in retail, financial services, telecoms and travel. Created a framework to lead the practices of Model Office capabilities including Training & Competency, Quality & Compliance (FCA), Data Analytics, Robotic Process Automation (RPA)/Virtual workers, Customer Experience Lab & Process Transformation As part of a TUPE process I moved across to gobeyond. Responsible for the Transformation capability and Model Office driving major change across key clients in retail, financial services, telecoms and travel. Created a framework to lead the practices of Model Office capabilities including Training & Competency, Quality & Compliance (FCA), Data Analytics, Robotic Process Automation (RPA)/Virtual workers, Customer Experience Lab & Process Transformation
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Webhelp
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France
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Outsourcing and Offshoring Consulting
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700 & Above Employee
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Head of Process Transformation & Discovery
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Jan 2017 - Sep 2017
Responsible for the Transformation capability driving major change across key clients in retail, financial services, telecoms and travel. Provided decisive leadership, vision and prioritisation of key initiatives to ensure achievement of committed business outcomes to centralise the delivery and execution of key capabilities and methodologies to drive value. Delivered two global programmes of work across two major accounts in South Africa and UK leading to significant repeat rate reduction, AHT savings and improved customer satisfaction. Show less
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GTA
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United Kingdom
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Travel Arrangements
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700 & Above Employee
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Business Effectiveness Manager
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Jul 2015 - Jan 2017
Responsible for delivering business effectiveness across the GTA business through delivery of business transformation and process optimisation programmes. Deployment of lean six sigma standards across the GTA organisation to deliver efficient and effective value streams with capability / capacity increases specifically focusing on providing customer value. Responsible for delivering business effectiveness across the GTA business through delivery of business transformation and process optimisation programmes. Deployment of lean six sigma standards across the GTA organisation to deliver efficient and effective value streams with capability / capacity increases specifically focusing on providing customer value.
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BBC
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United Kingdom
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Broadcast Media Production and Distribution
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700 & Above Employee
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Lean Six Sigma Manager - Master Black Belt
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Sep 2013 - Jul 2015
Leading complex operational transformation projects and facilitate continuous improvement across a variety of BBC areas, to deliver the best content to audiences, in the most efficient, meaningful and effective way. Leading complex operational transformation projects and facilitate continuous improvement across a variety of BBC areas, to deliver the best content to audiences, in the most efficient, meaningful and effective way.
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Barclays
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United Kingdom
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Financial Services
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700 & Above Employee
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Head of Process Improvement & Operational Excellence - Global Finance
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Jan 2010 - Sep 2013
Deliver and lead a colleague focused global continuous improvement programme across a single finance function. Provide operational and continuous improvement leadership in building and implementing a framework and culture that empowers colleagues to improve processes while delivering tangible benefits. Deliver and lead a colleague focused global continuous improvement programme across a single finance function. Provide operational and continuous improvement leadership in building and implementing a framework and culture that empowers colleagues to improve processes while delivering tangible benefits.
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Rolls-Royce
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Industrial Machinery Manufacturing
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700 & Above Employee
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Lean Sigma Consultant
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Jan 2009 - Jan 2010
Site implementation of a non-conformance framework to reduce defects and improve process capability. Site implementation of a non-conformance framework to reduce defects and improve process capability.
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Centrica
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United Kingdom
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Utilities
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700 & Above Employee
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Lean Sigma Consultant
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Oct 2008 - Dec 2008
Delivered a 'pre-define' of the Starters, Movers and Leavers process for 15,000 employees value stream mapping the colleague journey leading to indicative business cases for potential projects. Delivered a 'pre-define' of the Starters, Movers and Leavers process for 15,000 employees value stream mapping the colleague journey leading to indicative business cases for potential projects.
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BAE Systems
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United Kingdom
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Defense and Space Manufacturing
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700 & Above Employee
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Lean Sigma Consultant
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2008 - 2008
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Airbus
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France
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Aviation and Aerospace Component Manufacturing
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700 & Above Employee
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Lean Sigma Consultant
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2006 - 2007
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Lean Sigma Consultant
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2006 - 2007
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Aston Martin Lagonda Ltd
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United Kingdom
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Motor Vehicle Manufacturing
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700 & Above Employee
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Senior Quality Engineer
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2003 - 2005
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