Experience

North Star Consultancy Limited

• United Kingdom
• Business Consulting and Services
• 1 - 100 Employee

• Senior Consultant - Rail Operations

  • Jun 2015 - Present

  Consulting for several rail companies, I am North Star's business analysis specialist. I have applied my analytical skills to: train dispatch modelling for London Southeastern Railway as well as Chiltern Railways where I also worked on ticket sales efficiency; I conducted a review of revenue protection analysis on Manchester Metrolink to inform staff deployment; benchmarking of Talgo's HS2 competitors; Operations situational analysis for Keolis' Wales and Borders bid amongst others. On secondment at the Docklands Light Railway, where I previously held a number of positions, I was responsible for analysis of data and liaison with international benchmarking organisations.



Transport for London

• United Kingdom
• Non-profit Organizations
• 700 & Above Employee

• Benchmarking Manager, DLR

  • Nov 2014 - Jun 2015

  I managed the DLR interface with international metros via the Nova and CoMET benchmarking groups. I led the process whereby knowledge is shared with London Rail and Underground as well as the wider TfL family. I championed the enterprise risk management and the forecasting/ budgeting processes for the Operations team. I managed the DLR interface with international metros via the Nova and CoMET benchmarking groups. I led the process whereby knowledge is shared with London Rail and Underground as well as the wider TfL family. I championed the enterprise risk management and the forecasting/ budgeting processes for the Operations team.



Serco Docklands

• Head of Performance

  • Oct 2013 - Oct 2014

  Leading the performance team for our award-winning railway operator, I championed ‘Journey to 100’ campaign amongst other performance improvement initiatives which delivered 50% reduction in delays and won the status of 99% railway for the DLR. I delivered company-wide staff performance training resulting in organisational culture change whereby every individual ‘think performance’ in the discharge of their everyday duties. To sustain our World-class performance levels, I am leading the process to develop a performance risk register that will maintain the 99%+ operation of the railway. Having seen Customer Satisfaction increase from 82% in 2011 to 87% in 2013, I am also coordinating the implementation of our new Customer Engagement strategy which aims to improve scores to an industry-leading level of 90%.

• Performance Improvement Manager

  • Sep 2010 - Sep 2013

  I authored the DLR 2011-12 Joint Performance Improvement Plan (JPIP). I produced cost-benefit analysis study used for the client’s allocation of £1million performance improvement fund. I led the process of translating annual Level 1 KPI targets from the company strategic plan into periodic (4-weekly) Levels 1 and 2 targets with assigned owners – directors for Level 1 and senior managers for Level 2. I coordinate and produce the periodic reports of actual performance against business targets of all KPIs in an extended Balanced Scorecard model. Together with the Internal Comms Manager, I manage the process of communicating Level 1 performance across all staff on the company’s Business Performance posters. I manage the processes, prepare and deliver to strict timescales the 4-weekly Franchise Report to the client. I develop Business, Performance and Strategic Plans as well as dashboards to manage and report KPIs against these – such that annualised average for Departures and Reliability, our most important KPIs, grew from 97% to 99%+ (always exceeding targets). I sit on all 4 working groups as Performance team rep and have actively influenced improvement strategy delivery across the business. Having exceeded targets for the London2012 Games, I was instrumental in planning and implementation of our award-winning Performance Communication & Engagement Strategy – ‘Journey to 100’.

• Business Planning Manager

  • Jul 2009 - Sep 2010

  I analysed revenue and costs of the business streams, meeting with the directors to model forecasts for their directorates. I developed 5-Year rolling business plans to Serco group in 2009 and 2010. I was involved in several projects and introduced important strategic ideas including development of a Balanced Scorecard report dashboard for the business. I lead Time Allocation and Overtime restructuring processes achieving multi-million pounds cost-savings. My models were instrumental to the success of the company’s Roster Efficiency exercise.



Kip McGrath Education Centre, Lee

• Centre Manager (Part-Time)

  • Nov 2008 - Jul 2009

  I led change process from manual to automated bio-data records and designed procurement processes using MS Project and Office Suite, achieving 30% savings in monthly operations cost. I introduced market research analysis which doubled revenue within 6 months (up until May 2009). I analyse enrolment records and prepare monthly reports to the Centre Director which were used for strategic decisions such as sibling discounts. I led change process from manual to automated bio-data records and designed procurement processes using MS Project and Office Suite, achieving 30% savings in monthly operations cost. I introduced market research analysis which doubled revenue within 6 months (up until May 2009). I analyse enrolment records and prepare monthly reports to the Centre Director which were used for strategic decisions such as sibling discounts.



Tritel Intercommunications

• Operations Manager

  • Oct 2005 - Aug 2008

  With overall responsibility for 20 staff, including four direct reports, I managed relationships with vendors and on-site contract workers. As a member of the senior management team, I led on the organisation-wide process of achieving two OEM channel partnerships – Riverbed and Cisco – for Tritel in record time. With overall responsibility for 20 staff, including four direct reports, I managed relationships with vendors and on-site contract workers. As a member of the senior management team, I led on the organisation-wide process of achieving two OEM channel partnerships – Riverbed and Cisco – for Tritel in record time.