Lesley Galley
Chief Operating Officer at Bendac® Group- Claim this Profile
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English Native or bilingual proficiency
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Bio
Credentials
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CIPD
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Experience
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Chief Operating Officer
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Aug 2017 - Present
Directed & managed the strategic partnership across Project Management, Marketing, Logistics, Customer Management, Sales, HR & Finance, delivering operational excellence & implementing policies & procedures to maximise efficiency & customer experience. Optimised team performance & retention by establishing leadership & coaching programmes, ensuring a full talent management strategy was in place. The leadership of a multidisciplinary team to deliver complex multi-supplier international technical delivery & change management projects to tight deadlines by creating & implementing a bespoke project management framework. Defined, managed & refined organisational structure, financial reporting & protocols, processes & best practices. Developed pricing controls & contractual standards ensuring supplier management strategy was in place. Drove strategic business change & embedded culture of continual improvement, identifying root cause issues & restructured business activities by defining & analysing business processes to promote operational service excellence, cost efficiency and revenue. Accountable for full P&L, delivering operational, financial & project analytics to measure the success of the business against baselined performance objectives & budgets. Directed tooling strategy with the implementation of CRM, migration to new accountancy package, new performance management system, migration to new data architecture, new supplier onboarding & management protocols, and expense management. Drove the development & introduction of new products into production, improving manufacturing capability & expertise. Supplied strategic direction for the operation function through the development of an operation plan by the company’s business plan, goals, & overall strategy. Cultivated a close relationship with Business Development to realise new opportunities, Investment & growth. Executed Tender process to assure quality, oversight of bid development & commercial compliance. Show less
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Capgemini
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India
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Information Services
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1 - 100 Employee
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Head Of Third Party Resource Management
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2016 - Jul 2017
On a large government account where change was a constant, it was key to have a resourcing strategy that enabled the efficient delivery of projects on time and to budget utilising resources that had the right skills. The nature of projects meant the skill landscape was ever-changing and as such having a larger permanent pool was not viable. Implemented a third part resourcing strategy that enabled the delivery of projects to time and budget using the correct resources by creating a tender process with Resource Suppliers for a flexible resourcing model that would support the business. Completing the tender process and continuing to build and maintain relationships with various Resource Agencies for the supply of resources. This involved negotiating contracts, managing the performance of suppliers through KPI’s and regular management reporting.This transformed third-party resource management on this flagship government account into a best-practice example of how to maximise this resource pool to deliver rapid business change. Designed and introduced a third-party management tool that provided key stakeholders with clear information regarding the status and performance of third-party resources and many agencies that use them. ● Deployed management information dashboard to identify areas of success and business improvement required to deliver the appropriate skills at the right cost at the right time. ● Saved company costs by 19% by devising and executing a robust resourcing strategy while ensuring business headcounts remained agile in meeting client base demands.● Aided key stakeholders in tracking the performance of various agencies and monitoring the use of thirds party resources by deploying a third-party management tool. ● Improved productivity by 12% by re-engineering the business processes to while delivering maximum value. Show less
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Business Change Project Lead - Cyber Security Business
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2015 - 2016
Managed the significant expansion of the cyber security business from scratch with 18 staff members. Established an agile skills development programme using a variety of learning opportunities to build the skills base of the resources on board. Engaged with sales and leadership teams to implement a talent management structure to expand business by liaising with third parties. Devised and executed an innovative strategy that resourced the business pipeline with permanent and third-party cyber security contractors.● Enabled the business to be managed remotely by creatively repurposing already-existing procedures and tooling while delivering a model of working and web-based management information dashboard. ● Conducted analysis of existing business and talent management model to enable the company to grow to 140 employees in 12 months without compromising its aggressive sales pipeline.● Promoted continuous improvement by creating and implementing robust strategies as well as improved efficiency and productivity by developing new skills. ● Encouraged third-party to prioritise our business by incorporating an incentive strategy for the third party. Show less
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Business Change Project Lead - TUPE Transition
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2015 - 2016
Facilitated the transfer of the government account from the privatised outsource supplier to the customer HMRC, including key areas of business for the ongoing successful running of the HMRC taxation business while transitioning 250 people in a controlled manner. Interpreted management data to inform stakeholders regarding the current state of the transition, determine deploying resources, and obtain the right skills from the contract market.● Gained clients’ trust, increased satisfaction rate, and recognized by the customers by transiting all resources within time and onboarding required contract staff in a timely manner without affecting end-user service. ● Led the design and execution of the programme to quickly identify resources and efficiently manage various portions of the service during the employee redeployment process. ● Addressed the major issues brought on by cultural differences during the transfer in collaboration with the client to provide a supportive and seamless transition. Show less
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Business Change Project Lead - Intercompany Agreements
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2015 - 2015
Oversaw the overall transactions between the different legal entities of Capgemini and the Capgemini HRMC accounts, including agreements amongst the parties involved to develop and approve a budget that included all project and resource expenditures. Approved and properly invoiced the agreements to close the contracts in a timely manner. ● Enabled the organization to improve its key processes by developing automation and management information to track process blockages while reporting executive team regarding the volume or value of the agreement.● Facilitated all key stakeholders to track the current state of all agreements in progress and predicted the pipeline of costs to hit the account in this space by transforming the function from a point where the CFO had no clear view of volume and costs in this space (circa £2 Million per quarter) to an online service offering. Show less
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Head Of Resource Management
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2010 - 2014
• Responsible for managing an end-to-end resourcing process - internal resourcing of "own heads" and group imports; external resourcing via subcontractors• Leading a team of 8 Resource Managers serving ~2600 Account resources and 1 Resourcing Professional covering ~400 flexible resources from Group and subcontractor supply chains. • Supporting fulfilment of ~3100 roles resourced via a variety of supply chains, e.g. internal and external. Working closely with the HR Director, Head of Recruitment, Delivery Directors and external vendors.• Responsible for interception and deployment of Government and Company resource related UK Policy; development of the account resourcing strategy and plans & the establishment of key resourcing relationships at UK level, whilst initiating several cost efficiency projects within the subcontractor sphere that delivered upwards of £2M savings per annum.• Developed & implemented an end to end Resourcing process using the LEAN methodology managing over 1600 resource requests per annum, processing over £40M p.a. subcontractor spend, and supporting the recruitment of >150 experienced hires, graduates and apprentices with implemented Resource Optimisation groups • Demonstrated leadership in process improvement: the development of Managed Service and Bulk Deals with external vendors to deliver >10% cost savings per annum, Contractor Rate reduction and Christmas "shutdown" initiatives delivering >£1M savings with no impairment of service; creation and implementation of the Resourcing strategy; the first UK use of the managed service deal ; the development of an account Resource Register to allow governance of all resource types and improved MI. • Redesigned the intercompany agreement process transforming the organisations ability to identify the need for key financial transactions between 2 differing legal entities, designing an innovative web site and management information tool along with stakeholder education. Show less
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Head Of Project Management/PMO Community
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2008 - 2010
• Managed a pool of Project Managers and PMO (circa 420 resources) via control of forecasts, allocations, performance management, training and development• Reviewed the operational structure of the organisation and initiated the following improvements:o Designed and implemented an innovative web site to enable more collaborative and real time communication, and access to common toolso Created an assessment and training framework for Project Managers aimed at people looking to reskill into the role. Progression was monitored for the following 2 years to allow improvements to be applied to the framework as required. This reduced are reliance on external hires by 17%.o Created and implemented a communication strategy, supporting the culture of open communication between all levels of the organisation, in the form of Video Updates, local lunch meetings, news letters, web broadcasts etc.• Implemented a Process Improvement Network to give a structured approach to change and designed and implemented masterclasses for ad hoc learning interventions by the community to ensure the currency of their knowledge. Show less
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Education
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The University of Wolverhampton
MSc Training and Organisational Change, Organisational Change and Training and Development strategy -
The University of Wolverhampton
MA Human Resource Management, Human Resources Management and Services -
The University of Wolverhampton
BA Business Information Management, 2:1 -
University of Wolverhampton
Bachelor of Arts - BA, Human Resource Management -
University of Wolverhampton
Master of Arts - MA, Human Resource Management -
University of Wolverhampton
MSC, Organisational Design
Community
