Responsible for all reporting, governance and an intelligent PMO for the transformation of the UK home business for Centrica. Leading a team of c30 people to provide delivery support whilst ensuring appropriate governance, rigour and control process are in place across a three-year transformation programme.

Key Achievements;

• Sequenced strategic initiatives from roadmap through decisioning and effective mobilization
• Developed an executive reporting suite to tell the transformation story, aligning to key metrics and focusing on business and customer outcomes
• Established a reporting toolset across a 200 man change practice to track / monitor projects and programmes, including a calendar of commitment (used in multiple forums to hold change partners to a sole source of truth)
• Enhanced the e2e governance process, including both financial and non-financial control / rigour
• Improved relationships and engagement with delivery partners and internal group functions, particularly finance and the group PMO

Steve was responsible for the transformation function of c50 people driving major change across key clients in the retail, financial services, telecoms and travel industries. Steve established, built and grew a consulting practice that added significant value in terms of both business partner success and revenue generation for Webhelp, delivering $25m of incremental revenue in two years.

Key Achievements;

• Delivered $25m of incremental revenue for Webhelp (non-outsourcing revenue) across two years
• Spun the Transformation & Consulting function out of Webhelp and formed a new group subsidiary (Go Beyond)
• On behalf of a number of key clients, translated transformational strategies into functional and investment priorities, including digital advancement and robotic process automation in multi-channel service environments
• Built a Centre of Excellence (CoE) in transformation, becoming a highly credible consulting practice, expert of driving efficiency gains across a global client base
• Fostered trusted partnerships with the account leadership teams across a diverse and global client base, driving incremental profitability through gain / benefit sharing arrangements
• Developed capabilities / people skills in defining strategy, complex change delivery and continuous improvement

Responsible for a two-year transformation programme as the Accountable Executive charged with executing a $40m investment plan in the B2B credit card issuing business which served over 1,000 business customers ranging from

SME’s through to significant multi-national corporations. Steve formed a team of over 100 colleagues to drive the programme using a range of tools and techniques to realise a 5x return on investment.

Key Achievements;

• Accountable for a large-scale transformation of a commercial card payments portfolio with key deliverables including the build of a digital CX and automation capabilities across both new account set-up and downstream servicing including process transformation across a complex and regulated operations / service function
• Accountable Executive of one of the top 10 transformation programmes across the bank, to redefine and digitize customer service delivery. 100% of customers onboarded digitally with over two thirds becoming digitally active
• Member of Executive Committee designing growth strategies and midterm planning to achieve scale and growth
• Agile development of a new online platform, leveraging external data and advanced modelling capabilities to drive straight-through-processing to improve from an average of 26 days to 24 seconds (e2e onboarding)
• Process mapping and re-design, core to a continuous improvement culture and mindset