Experience

Skein Advisory

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

• Managing Director

  • Apr 2021 - Present

  As Managing Director of Skein, I help organisations, teams and individuals achieve ambitious results during periods of change and challenge by bringing out each leader’s hidden potential and improving the working dynamics of leadership teams. Over more than 40 years as a consultant, coach, and business executive I have enjoyed helping senior executives deliver organisational transformation by changing the way they work and helping them release and guide the talent of their teams… Show more As Managing Director of Skein, I help organisations, teams and individuals achieve ambitious results during periods of change and challenge by bringing out each leader’s hidden potential and improving the working dynamics of leadership teams. Over more than 40 years as a consultant, coach, and business executive I have enjoyed helping senior executives deliver organisational transformation by changing the way they work and helping them release and guide the talent of their teams. I pride myself on my ability to help CEOs open up about the challenges they face. I use these conversations to scope a consulting engagement to address their pain points, from strategy, change management and organisation design to individual and team performance. I have worked internationally, throughout Africa, Asia, and Europe, and in a range of sectors, including mining, oil & gas, infrastructure, chemicals, utilities, food, and government. As a CEO and board director, and as an external consultant working with Fortune 500 companies, I have supported organisations through transformation programmes, acquisitions, turnarounds and divestments. At Skein, I am proud to lead a team of highly experienced consultants, coaches and subject matter experts who have worked in senior leadership positions and have personal experience of dealing with the challenges our clients are facing right now. If we can help your organisation, please contact me via LinkedIn or through the Skein website www.skein-advisory.com Show less As Managing Director of Skein, I help organisations, teams and individuals achieve ambitious results during periods of change and challenge by bringing out each leader’s hidden potential and improving the working dynamics of leadership teams. Over more than 40 years as a consultant, coach, and business executive I have enjoyed helping senior executives deliver organisational transformation by changing the way they work and helping them release and guide the talent of their teams… Show more As Managing Director of Skein, I help organisations, teams and individuals achieve ambitious results during periods of change and challenge by bringing out each leader’s hidden potential and improving the working dynamics of leadership teams. Over more than 40 years as a consultant, coach, and business executive I have enjoyed helping senior executives deliver organisational transformation by changing the way they work and helping them release and guide the talent of their teams. I pride myself on my ability to help CEOs open up about the challenges they face. I use these conversations to scope a consulting engagement to address their pain points, from strategy, change management and organisation design to individual and team performance. I have worked internationally, throughout Africa, Asia, and Europe, and in a range of sectors, including mining, oil & gas, infrastructure, chemicals, utilities, food, and government. As a CEO and board director, and as an external consultant working with Fortune 500 companies, I have supported organisations through transformation programmes, acquisitions, turnarounds and divestments. At Skein, I am proud to lead a team of highly experienced consultants, coaches and subject matter experts who have worked in senior leadership positions and have personal experience of dealing with the challenges our clients are facing right now. If we can help your organisation, please contact me via LinkedIn or through the Skein website www.skein-advisory.com Show less


THA Consulting
• Business Consulting and Services
• Business Owner

  • Jan 2019 - Apr 2021


Alexander Proudfoot

• Executive Vice President

  • Jan 2017 - Dec 2018

  I have a track record in delivering step-changes in business performance, either at an operational level or in shifting the strategic direction of a business and radically improving its business model. My focus has been on driving significant change in organisations, whether as a divisional CEO for a FTSE 100 and other companies, or as a Partner/Director for major operational management consultancies. My career to date has given me the necessary experience to engage business leaders on… Show more I have a track record in delivering step-changes in business performance, either at an operational level or in shifting the strategic direction of a business and radically improving its business model. My focus has been on driving significant change in organisations, whether as a divisional CEO for a FTSE 100 and other companies, or as a Partner/Director for major operational management consultancies. My career to date has given me the necessary experience to engage business leaders on their strategic and burning issues, and help formulate practical solutions that can be profitably implemented. I am a passionate believer in driving results through improving people's performances. Show less I have a track record in delivering step-changes in business performance, either at an operational level or in shifting the strategic direction of a business and radically improving its business model. My focus has been on driving significant change in organisations, whether as a divisional CEO for a FTSE 100 and other companies, or as a Partner/Director for major operational management consultancies. My career to date has given me the necessary experience to engage business leaders on… Show more I have a track record in delivering step-changes in business performance, either at an operational level or in shifting the strategic direction of a business and radically improving its business model. My focus has been on driving significant change in organisations, whether as a divisional CEO for a FTSE 100 and other companies, or as a Partner/Director for major operational management consultancies. My career to date has given me the necessary experience to engage business leaders on their strategic and burning issues, and help formulate practical solutions that can be profitably implemented. I am a passionate believer in driving results through improving people's performances. Show less

• Partner

  • Nov 2015 - Dec 2016

  Contracted to: Partners in Performance B2G Cornerstone Consulting Contracted to: Partners in Performance B2G Cornerstone Consulting


The Highland Group
• United States
• Financial Services
• Partner

  • 2011 - 2015


Celerant Consulting

• Norway

• Business Development Executive

  • Jan 2008 - Nov 2008

  Celerant is a management consultancy with around £100m in annual sales, specialising in operational improvement, typically through improving processes and management systems. My role was to build a working capital practice. This new offering was rolled out with the existing sales force into their territories towards the end of 2008. Celerant is a management consultancy with around £100m in annual sales, specialising in operational improvement, typically through improving processes and management systems. My role was to build a working capital practice. This new offering was rolled out with the existing sales force into their territories towards the end of 2008.



Conscientia

• IT Services and IT Consulting
• 1 - 100 Employee

• Director

  • 2006 - 2007

  With another partner, we created a new model in consulting, employing clients’ peers in other industries to transfer real experience and know-how on specific problems. The model was based on using recent and real hands on experience of other senior executives rather than consulting tools and methodologies. Both the clients and the team of peers found the whole model very valuable and a refreshing change from standard consulting. We attracted senior business figures into our pool of peer… Show more With another partner, we created a new model in consulting, employing clients’ peers in other industries to transfer real experience and know-how on specific problems. The model was based on using recent and real hands on experience of other senior executives rather than consulting tools and methodologies. Both the clients and the team of peers found the whole model very valuable and a refreshing change from standard consulting. We attracted senior business figures into our pool of peer advisors. • Enabled a major French manufacturer of electrical switching equipment, which is listed on the CAC40, to change its global procurement strategy and culture.. The board reported a significant cost and quality impact across its operations worldwide within 6 months, with credibility re-established both with suppliers and with customers. • One of the UK’s water utilities was facing a pension fund shortfall. The pensions regulator was insisting the shareholders fund the nearly £100m potential shortfall. Within a few weeks, our team of ‘peers’ resolved the problem by looking at the problem in a different way. Both the water regulator and the pension regulator accepted proposal and the shareholders no longer needed to fund the shortfall. Show less With another partner, we created a new model in consulting, employing clients’ peers in other industries to transfer real experience and know-how on specific problems. The model was based on using recent and real hands on experience of other senior executives rather than consulting tools and methodologies. Both the clients and the team of peers found the whole model very valuable and a refreshing change from standard consulting. We attracted senior business figures into our pool of peer… Show more With another partner, we created a new model in consulting, employing clients’ peers in other industries to transfer real experience and know-how on specific problems. The model was based on using recent and real hands on experience of other senior executives rather than consulting tools and methodologies. Both the clients and the team of peers found the whole model very valuable and a refreshing change from standard consulting. We attracted senior business figures into our pool of peer advisors. • Enabled a major French manufacturer of electrical switching equipment, which is listed on the CAC40, to change its global procurement strategy and culture.. The board reported a significant cost and quality impact across its operations worldwide within 6 months, with credibility re-established both with suppliers and with customers. • One of the UK’s water utilities was facing a pension fund shortfall. The pensions regulator was insisting the shareholders fund the nearly £100m potential shortfall. Within a few weeks, our team of ‘peers’ resolved the problem by looking at the problem in a different way. Both the water regulator and the pension regulator accepted proposal and the shareholders no longer needed to fund the shortfall. Show less



REL

• 1 - 100 Employee

• Business Development Executive

  • 2002 - 2006

  REL was a consultancy with a £30m turnover, specialising in improving working capital levels through changing operational tools, processes and methodologies. Target clients were group CFOs in organisations turning over in excess of €1bn. Sales were generated through testing the CFO’s perception of free cash flow and his/her ability to make an impact on what is essentially an operational issue rather than a finance activity. • Delivered a third of global annual sales, and was their most… Show more REL was a consultancy with a £30m turnover, specialising in improving working capital levels through changing operational tools, processes and methodologies. Target clients were group CFOs in organisations turning over in excess of €1bn. Sales were generated through testing the CFO’s perception of free cash flow and his/her ability to make an impact on what is essentially an operational issue rather than a finance activity. • Delivered a third of global annual sales, and was their most successful salesman. Clients included major European companies including in the telco, utilities and financial services sectors Show less REL was a consultancy with a £30m turnover, specialising in improving working capital levels through changing operational tools, processes and methodologies. Target clients were group CFOs in organisations turning over in excess of €1bn. Sales were generated through testing the CFO’s perception of free cash flow and his/her ability to make an impact on what is essentially an operational issue rather than a finance activity. • Delivered a third of global annual sales, and was their most… Show more REL was a consultancy with a £30m turnover, specialising in improving working capital levels through changing operational tools, processes and methodologies. Target clients were group CFOs in organisations turning over in excess of €1bn. Sales were generated through testing the CFO’s perception of free cash flow and his/her ability to make an impact on what is essentially an operational issue rather than a finance activity. • Delivered a third of global annual sales, and was their most successful salesman. Clients included major European companies including in the telco, utilities and financial services sectors Show less



CSC

• Computer Networking Products
• 1 - 100 Employee

• Business Development Director

  • 1999 - 2002

  CSC are one of the global top 5 IT companies, specialising in outsourcing, systems integration and IT consulting. I was recruited to find new commercial applications for new technology developments. • I conceived and developed an STP product to enable banks to comply with the then impending Basel II requirements. This work was partly funded by Sun Microsystems who wanted their technology as the underlying platform CSC are one of the global top 5 IT companies, specialising in outsourcing, systems integration and IT consulting. I was recruited to find new commercial applications for new technology developments. • I conceived and developed an STP product to enable banks to comply with the then impending Basel II requirements. This work was partly funded by Sun Microsystems who wanted their technology as the underlying platform

• Partner

  • 1997 - 1998

  Focusing on efficiency improvement programmes in the pharma sectors. These were programmes lasting 6 to 9 months, where I was acting as a Project Director for other consultancies (including Proudfoot and IMR). Focusing on efficiency improvement programmes in the pharma sectors. These were programmes lasting 6 to 9 months, where I was acting as a Project Director for other consultancies (including Proudfoot and IMR).



Peter Chadwick (now Celerant Consulting)

• Project Director

  • 1994 - 1997

  Peter Chadwick was a rapidly growing operational management consultancy, and grew from £10m to £35m while I was there. My responsibility was to bring operational capability to the French subsidiary. • Within the first year I was able to generate more work from most of our clients. By recruiting young consultants, and putting them through tailored training programs we became the benchmark in consulting performance for the rest of the group. Sectors included oil, telco, automotive, drinks and… Show more Peter Chadwick was a rapidly growing operational management consultancy, and grew from £10m to £35m while I was there. My responsibility was to bring operational capability to the French subsidiary. • Within the first year I was able to generate more work from most of our clients. By recruiting young consultants, and putting them through tailored training programs we became the benchmark in consulting performance for the rest of the group. Sectors included oil, telco, automotive, drinks and pharma. Show less Peter Chadwick was a rapidly growing operational management consultancy, and grew from £10m to £35m while I was there. My responsibility was to bring operational capability to the French subsidiary. • Within the first year I was able to generate more work from most of our clients. By recruiting young consultants, and putting them through tailored training programs we became the benchmark in consulting performance for the rest of the group. Sectors included oil, telco, automotive, drinks and… Show more Peter Chadwick was a rapidly growing operational management consultancy, and grew from £10m to £35m while I was there. My responsibility was to bring operational capability to the French subsidiary. • Within the first year I was able to generate more work from most of our clients. By recruiting young consultants, and putting them through tailored training programs we became the benchmark in consulting performance for the rest of the group. Sectors included oil, telco, automotive, drinks and pharma. Show less



Booker plc

• Thailand
• Financial Services
• 1 - 100 Employee

• CEO of the French Subsidiary and Divisional Director

  • 1991 - 1994

  CEO and divisional director of various subsidiaries of Booker plc: Booker was a FTSE100 company with various operating divisions, including Cash & Carry and Retail Health Products.. Subsequently I was asked to look for expansion opportunities for the Cash & Carry business in Europe. • I was recruited as the CEO of their retail business in France in order to turn it around. The business boasted France’s largest number of stores, 78, but making a £15m annual loss. Within 3 month I stopped… Show more CEO and divisional director of various subsidiaries of Booker plc: Booker was a FTSE100 company with various operating divisions, including Cash & Carry and Retail Health Products.. Subsequently I was asked to look for expansion opportunities for the Cash & Carry business in Europe. • I was recruited as the CEO of their retail business in France in order to turn it around. The business boasted France’s largest number of stores, 78, but making a £15m annual loss. Within 3 month I stopped the cash drain on the parent company and a year later sold it as a profitable going concern when Booker decided to divest all its retail businesses. • Developed a European strategy for Booker’s Cash & Carry business, taking it into Spain with an acquisition of a Spanish cash & Carry business with an annual £50m turnover, enabling Booker to start growing outside the UK where they already had a restricting dominant position. Show less CEO and divisional director of various subsidiaries of Booker plc: Booker was a FTSE100 company with various operating divisions, including Cash & Carry and Retail Health Products.. Subsequently I was asked to look for expansion opportunities for the Cash & Carry business in Europe. • I was recruited as the CEO of their retail business in France in order to turn it around. The business boasted France’s largest number of stores, 78, but making a £15m annual loss. Within 3 month I stopped… Show more CEO and divisional director of various subsidiaries of Booker plc: Booker was a FTSE100 company with various operating divisions, including Cash & Carry and Retail Health Products.. Subsequently I was asked to look for expansion opportunities for the Cash & Carry business in Europe. • I was recruited as the CEO of their retail business in France in order to turn it around. The business boasted France’s largest number of stores, 78, but making a £15m annual loss. Within 3 month I stopped the cash drain on the parent company and a year later sold it as a profitable going concern when Booker decided to divest all its retail businesses. • Developed a European strategy for Booker’s Cash & Carry business, taking it into Spain with an acquisition of a Spanish cash & Carry business with an annual £50m turnover, enabling Booker to start growing outside the UK where they already had a restricting dominant position. Show less



Avon Rubber plc

• Genral Manager/Director

  • 1988 - 1991

  General Manager, Director of various subsidiaries of Avon Rubber plc: Avon was a rubber manufacturer with various operations, including tyres, engine components, polymers and rubber inflatable boats. I was recruited initially as a business development manager but was rapidly promoted to run some of the operations. • Developed Avon Rubber Boat’s strategy, and started their US based manufacturing operations. Acquired a French distribution network to compete with France’s Zodiac boats. •… Show more General Manager, Director of various subsidiaries of Avon Rubber plc: Avon was a rubber manufacturer with various operations, including tyres, engine components, polymers and rubber inflatable boats. I was recruited initially as a business development manager but was rapidly promoted to run some of the operations. • Developed Avon Rubber Boat’s strategy, and started their US based manufacturing operations. Acquired a French distribution network to compete with France’s Zodiac boats. • Turned around Avon Rubber’s largest automotive components manufacturing plant and returned it to profitability within 1 year. The main board procurement director from Toyota commended us for undertaking more shop floor R & D than any other supplier in the world. We became Honda’s preferred supplier in Europe for engine mounts and other high value items. Show less General Manager, Director of various subsidiaries of Avon Rubber plc: Avon was a rubber manufacturer with various operations, including tyres, engine components, polymers and rubber inflatable boats. I was recruited initially as a business development manager but was rapidly promoted to run some of the operations. • Developed Avon Rubber Boat’s strategy, and started their US based manufacturing operations. Acquired a French distribution network to compete with France’s Zodiac boats. •… Show more General Manager, Director of various subsidiaries of Avon Rubber plc: Avon was a rubber manufacturer with various operations, including tyres, engine components, polymers and rubber inflatable boats. I was recruited initially as a business development manager but was rapidly promoted to run some of the operations. • Developed Avon Rubber Boat’s strategy, and started their US based manufacturing operations. Acquired a French distribution network to compete with France’s Zodiac boats. • Turned around Avon Rubber’s largest automotive components manufacturing plant and returned it to profitability within 1 year. The main board procurement director from Toyota commended us for undertaking more shop floor R & D than any other supplier in the world. We became Honda’s preferred supplier in Europe for engine mounts and other high value items. Show less



Comex Diving SA

• Project Manager

  • 1977 - 1986

  Project manager and Business Unit Leader for Comex Diving SA (now Acergy plc): Comex was the leading commercial diving contractor specialising in offshore oil support, developing cutting edge technology, both in underwater capabilities (deep water welding) and in diving support vessel design (ships which could stay on station in force 8 gales). I was recruited as a project manager to turn around their loss making contracts, generating millions in profit from these high value and fix sum… Show more Project manager and Business Unit Leader for Comex Diving SA (now Acergy plc): Comex was the leading commercial diving contractor specialising in offshore oil support, developing cutting edge technology, both in underwater capabilities (deep water welding) and in diving support vessel design (ships which could stay on station in force 8 gales). I was recruited as a project manager to turn around their loss making contracts, generating millions in profit from these high value and fix sum contracts. I was promoted to run their underwater inspection business unit, one of the main business units for the overall Group. As a result of my performance, Comex sponsored me on my MBA to Cranfield. Show less Project manager and Business Unit Leader for Comex Diving SA (now Acergy plc): Comex was the leading commercial diving contractor specialising in offshore oil support, developing cutting edge technology, both in underwater capabilities (deep water welding) and in diving support vessel design (ships which could stay on station in force 8 gales). I was recruited as a project manager to turn around their loss making contracts, generating millions in profit from these high value and fix sum… Show more Project manager and Business Unit Leader for Comex Diving SA (now Acergy plc): Comex was the leading commercial diving contractor specialising in offshore oil support, developing cutting edge technology, both in underwater capabilities (deep water welding) and in diving support vessel design (ships which could stay on station in force 8 gales). I was recruited as a project manager to turn around their loss making contracts, generating millions in profit from these high value and fix sum contracts. I was promoted to run their underwater inspection business unit, one of the main business units for the overall Group. As a result of my performance, Comex sponsored me on my MBA to Cranfield. Show less