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About Us
Madeleine
Madeleine is a results driven strategy and organisational change management professional with global business and IT transformation experience spanning strategy and operations. In clients ranging to the largest global corporations, she has translated strategies down into manageable programmes and projects, which she is then able to shape and lead from inception to completion.
Madeleine's numerous clients attest to her being an exceptional change catalyst inspiring people to deliver. She has delivered full lifecycle and large-scale programmes on time and to budget, for projects ranging from £100k to £50m, to 400 project staff impacting on up to 183,000 staff globally. Her work includes post merger consolidation, inter-industry and company transformation, and a globally-recognized SAP implementation programme in Europe. Projects enjoy payback periods from two months.
Areas of Expertise:
- Business & IS transformational leadership.
- Programme/project management for business & IS.
- Customer & IS service strategies & implementations.
- Stakeholder buy-in.
- Contract set up & 3rd party relationship turnaround.
- Organisational re-structuring/re-engineering, including off-shoring.
- Post merger/acquisition integration & benefits realisation.
Career Highlights
- At Glaxo Smith Kline led IS services business unit with 400 staff. Transformed into Global Shared Services servicing 183,000 staff in 160 countries.
- At BACS led Board of 12 financial institutions creating buy in to new UK e-payments strategy and separation of company into two new companies.
- At Southern Water led £30M funded Billing & Customer Services Transformation Programme from inception including SAP offshore/onshore systems consultancy.
Interim Assignments
- Responsible to Board director for launch of Powergen's Tesco Clubcard loyalty scheme, Madeleine selected and led a team of 12 consultants to create a first-in-industry, largest new proposition/product launch within Powergen aimed at reducing churn, increasing customer retention and profitability. The project:
- Rescued failing programme and led it through to full business readiness.
- Aligned Sales, Marketing, Customer Services and IS workstreams creating fully operational, low cost to serve business and technology infrastructure supporting the proposition/product.
- Developed commercial contracts and service levels with third party joint venture partner, Tesco, and outsourced (Indian) services provider, Vertex.
- Reporting to the board of a newly formed strategic alliance between Centrica and Lloyds TSB, Madeleine led 150 contractors to set up a new bank with outsourced operations. The project:
- Created alliance’s contractual heads of agreement with external lawyers.
- Facilitated the alliance’s working relationships – turning around relations.
- Rescued existing programme by identifying, recruiting and organizing additional skills and work area.
- Delivered IS and banking operational and management infrastructures.
- Established and managed governance for business, IS and projects, attaining FSA banking license.
This Expert in Action
The Challenge
- Board of Nestlé Waters, a fast growing £50M subsidiary with brands such as Vittel, Buxton and Perrier, faced unexpected competition from its third party BPO supply chain and sales force provider, Coca Cola Enterprises.
- Necessitated urgent termination of existing contract at same time as preserving good working relations to enable the transfer of operations to a new BPO provider.
What She Delivered
In just five months, Madeleine found an alternative BPO supplier and transferred operations – sales, supply chain and logistics, back-office services – to new company infrastructure comprising in-company and BPO contracted capabilities. Madeleine maintained excellent relations with incoming and outgoing service providers and a 99.5% service level to customers such as Asda. Nestlé exceeded sales targets.
How?
- Coached the managing director.
- Negotiated contract termination and new contract with incoming supplier.
- Rapidly built relationships with both third party suppliers.
- Set up and directed pan-company programme to transition to new infrastructure.
- Facilitated a more commercial sales and marketing approach.
- Troubleshooting of blockages to maintain rapid progress.
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IoD Factsheet on Interim Management
The Institute of Directors' Factsheet on Interim Management provides context and tips on how an interim executive can best add value to a business.
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