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Al Tayer GroupChange Manager
May. 2024 - Nov. 2024Dubai, United Arab Emirates
PreosHead Of Change Management
Mar. 2022 - Apr. 2024London Area, United Kingdomhttps://preos.co.uk/workday-change-management/
As the leader of the Change Management Division, I spearheaded the development of innovative tools such as the Change Diagnostic, Implementation, and Adoption Review to empower Workday users in recognizing gaps in adoption and optimizing ROI. My contributions extend beyond this, as I replicated the success at Workday by crafting a comprehensive pre-implementation Customer Success Framework. This framework strategically addresses critical success factors before embarking on a Workday implementation, encompassing project resource profiling, meticulous planning, data quality enhancement, continuous improvement methodologies, and the establishment of HR strategies to remunerate part-time project contributors.
My role seamlessly integrates business development efforts, where I actively engaged in case study and white paper creation, conducted pre-sales workshops, and played a pivotal role in securing new and repeat business.
WorkdaySenior Change Management Consultant
Jan. 2021 - Mar. 2022London, England, United KingdomPioneered the creation of dynamic tools, including the Change Diagnostic, Implementation, and Adoption Review, instrumental in driving the success of Workday primed customer implementations. Skilfully navigated the introduction of HCM and Finance SKUs across diverse customer scales, ranging from 3,000 to 100,000, ensuring seamless transitions. In tandem, I engineered a robust pre-implementation Customer Success Framework, strategically guiding customers through vital success criteria prior to embarking on their Workday journey. This encompassed meticulous project resource profiling and planning, elevated data quality standards, a proactive continuous improvement framework, and the establishment of HR strategies to duly compensate individuals contributing on a part-time basis to the project.
Wittur GroupGlobal Digital and Business Transformation Change Manager
Nov. 2019 - Dec. 2020Munich, Bavaria, GermanyChampioned the facilitation of Infor (SaaS ERP system) implementation within the framework of a sweeping global digital and business transformation. My role encompassed a comprehensive array of tasks, entailing the formulation and execution of strategies geared towards enhancing the adoption of novel processes and maximizing system efficacy across pivotal domains such as Sales, Purchasing, Procurement, Warehousing, Production, and Finance. This impactful initiative impacted approximately 3000 users on a global scale, solidifying my commitment to driving transformative change with precision and proficiency.
TagGlobal Workday Change, Communication and Training Lead
Nov. 2018 - Oct. 2019London, United KingdomStepped into a high-pressure scenario, taking charge of a distressed project a mere six weeks prior to the go-live date. My immediate focus involved conducting a thorough audit of change, communication, and training plans. I swiftly implemented an emergency action plan, playing a pivotal role in garnering the necessary support to ensure the successful launch of HCM/Payroll on January 1, 2019, followed by Finance on February 1, 2019. This emergency plan entailed close collaboration with the IT organization, concurrently managing the migration of all users to Office365, transitioning from Skype to WebEx as the online meeting tool, and orchestrating the creation of 4000 new user accounts to establish a secure collaboration space for offsite staff.
In addition to navigating this substantial digital transformation, further complexities arose with the introduction of a new outsourced HR and Finance Target Operating Model (TOM). My strategic approach extended beyond the immediate challenges, encompassing the establishment of essential training and post go-live support mechanisms to elevate adoption levels. To fortify the Business as Usual (BAU) team, I took a proactive role in coaching selected members of the HR team, equipping them with the skills to serve as change managers for all future module implementations and ongoing releases emanating from Workday. This multifaceted initiative demonstrated my ability to navigate complex landscapes and institute lasting organizational change
SandvikGlobal Workday Business Readiness and Training Lead
Jan. 2018 - Dec. 2018Sandviken, Gavleborg County, SwedenOrchestrated the training and spearheaded change management initiatives for the expansive global implementation of Workday at Sandvik, spanning 60 countries and impacting 40,000 employees, 5000 managers, and 1000 HR staff. Notably, this endeavour involved the decommissioning of a highly customized PeopleSoft landscape, concurrently with the decentralization of Sandvik's HR function on a global scale. In the midst of this monumental transformation program, my responsibilities extended to preparing the workforce, managers, and an HR community seeking stability for the grand-scale global launch of Core HCM, Recruiting, Absence, Compensation & Benefits, and Talent & Performance modules.
To ensure seamless adoption, a robust training framework was executed through a 130-strong global champion community. Leveraging online platforms, webinars, and recorded demo sessions, this comprehensive training approach empowered stakeholders across the organization. This successful engagement underlines my capacity to navigate intricate global initiatives, fostering organizational alignment and readiness in the face of significant operational shifts
Cathay Pacific AirwaysGlobal SAP Change Manager
Apr. 2017 - Jan. 2018Hong KongLed a comprehensive SAP implementation with a primary focus on refining Finance and Procurement Target Operating Model (TOM) enhancements, coupled with the integration of a flight cost monitoring module originally designed for Turkish Airlines. Assumed responsibility from a predecessor five months prior to the go-live date, specifically tasked with overseeing the effective implementation of the training program and change interventions. This initiative encompassed 100 airports, impacting 1500 staff, alongside an additional 1000 personnel at the Hong Kong Headquarters.
Noteworthy challenges arose during this dynamic venture, necessitating an agile adaptation of my leadership style to align with the collaborative norms in the Asian context. Overcoming language barriers, my role was further compounded by the organization undergoing a major restructure, resulting in the redundancy of 600 mostly mid-management staff just three months before go-live. This transformative change demanded not only a comprehensive restructuring of financial data but also a meticulous repetition of role mapping and a recalibration of engagement strategies with the newly onboarded staff. My ability to navigate multifaceted challenges while maintaining a steadfast commitment to successful implementation showcases my adeptness in steering complex projects through periods of significant organizational change.
Land SecuritiesBusiness Change Manager - Workday & Digital Workplace Transformation
Jan. 2016 - Apr. 2017London, United KingdomChampioned an unconventional staff engagement and orchestrated a profound cultural shift towards digital and agile working for a traditionally conservative British company, responding to the expectations of a modern, millennial-driven client base. Executed a cultural transformation program that united project managers across construction, facilities, IT, HR, and Internal/External Communications, fostering collaboration and synergy across diverse teams. This major transformation effort witnessed 700 staff adopting new behaviours, transitioning to activity-based working, and embracing a Digital Workplace Programme tailored for the 21st century.
This radical shift in ways of working preserved 99% of the staff and resulted in minimal business disruption, maintaining statutory reporting timelines, and avoiding any loss of business. Our strategic approach attracted top talent, particularly millennials, into modern offices with flexible working options. Simultaneously, I led the successful implementation of the Workday ESS/MSS and Recruitment modules for 700 staff across the UK. This included coaching the IS Project Manager and Business Project Managers, establishing an effective Project Management Office (PMO), instituting a robust business and technical change request methodology, and initiating a continuous improvement program. The holistic approach taken not only enhanced employee welfare but also garnered industry recognition with an award-winning improvement in the employee value proposition
Grant Thornton UK LLPWorkday Change and Training Lead
Nov. 2015 - Jan. 2016London, United KingdomPlayed a pivotal role in a brief yet impactful intervention, providing essential support to the Workday Resourcing module implementation team during the critical pre-go-live phase. Tasked with ensuring the seamless alignment of stakeholder change journeys, I focused on meticulously setting up process and system training for both internal and external stakeholders. This concise yet targeted initiative aimed at enhancing the effectiveness of the implementation, showcasing my commitment to delivering tangible results in a time-sensitive environment
InformaSAP Business Change and Engagement Manager
Jul. 2015 - Oct. 2015London, United KingdomLed a brief yet impactful intervention by establishing a strategic change and engagement framework. In a key role, I provided coaching and mentorship to the internal Change & Comms Lead and superusers, equipping them with the necessary skills and insights to elevate business engagement and readiness to the required levels. This targeted initiative showcased my ability to swiftly implement strategic frameworks and empower internal teams for effective and sustained organizational change
GSKGlobal Business Change Management Director - CERPS
Mar. 2014 - Jul. 2015BrentfordHeld the most senior and expansive role of my career (so far), where I established the strategic direction for achieving measurable business readiness in a decade-long, global SAP rollout spanning 60 countries and impacting 100,000 users. This monumental responsibility included a comprehensive overhaul of the Finance and Procurement Target Operating Models (TOMs). Leading a team of 20 Change Consultants and overseeing 25 market change resources, I ensured the consistent and high-quality application of the change management methodology.
Within this role, I managed 15 parallel projects and spearheaded the continuous improvement program for live sites, necessitating the retrofitting of changes post-go live. As a critical liaison with senior stakeholders, including heads of shared service centres, regional and country directors across Europe, Asia, Australia, and the US, I orchestrated readiness criteria management. Additionally, I took charge of readiness KPI reporting, ensuring transparent progress reporting against the comprehensive program plan. My role extended to defending the Global SAP process template in collaboration with Global Process Owners and overseeing Template Challenge Workshops to address country-specific requirements. This pivotal experience laid the foundation for my subsequent progression into more complex Transformation Director and Programme Manager roles.
SThree plcBusiness Change and Engagement Manager
Aug. 2013 - Jan. 2014London, United KingdomSuccessfully supported a high-profile business restructure, influencing 600 UK staff and a seven-figure external stakeholder population. Collaborated seamlessly with IT, legal, and HR teams to execute a discreet transformation that left business-as-usual activities unaffected. Introduced and ingrained a pragmatic change management framework specifically tailored to the cultural nuances of a dynamic and fast-paced organization, demanding a high degree of flexibility and creativity. Additionally, formulated a comprehensive communications strategy to effectively inform and engage external stakeholders, encompassing customers, vendors, shareholders, and government contacts. This impactful initiative showcased my adeptness in orchestrating strategic transformations with finesse and precision.
SyngentaHR Transformation Change Manager
Nov. 2012 - Mar. 2013Basel Area, SwitzerlandContributed significantly as a key member of a sophisticated change organization led by CapGemini, overseeing change management activities tied to the implementation of a Global Job Catalogue across 40 countries for a workforce of 26,000 staff. Executed comprehensive global business impact assessments and stakeholder analyses to forecast adaptation rates, successfully influencing a change in scope that ultimately achieved a remarkable 95% adaptation rate. In navigating this initiative, a notable challenge and opportunity emerged in gauging the cultural readiness of the organization for the visibility brought about by the new tool. Simultaneously, managing the complexities of extreme resource overbooking and the overall program intricacies presented a compelling opportunity to provide coaching to immediate program members and junior change agents across various countries. This multifaceted role exemplifies my proficiency in steering intricate global programs and leveraging challenges as opportunities for mentorship and organizational development.
Wilhelmsen Technical ServicesERP Change, Training and Communication Lead
May. 2012 - Nov. 2012Oslo, NorwayLed global support efforts for the implementation and upgrade of IFS and other IT Systems, including Salesforce, affecting 2000 staff across 10 countries spanning all continents. Proactively prepared the organization for the transformative impact of ERP implementation, effectively navigating the initial dip in business performance to restore KPI levels to pre-implementation standards within a swift two-month timeframe. The primary challenge cantered around cultural dynamics, marked by a pervasive lack of trust and engagement. Leveraging this challenge as an opportunity, I employed creative stakeholder management strategies. Adopting a consistent approach and fostering small, intimate groups at each site allowed for the implementation of numerous informal engagement events. This personalized and customized treatment, despite conflicting priorities, proved instrumental in overcoming cultural barriers and ensuring successful global system implementation. This experience underscores my ability to not only navigate technical complexities but also to address cultural challenges with creativity and finesse
The Coaching AcademyCourse Manager
Jan. 2011 - Nov. 2013London, United KingdomOccasional weekends
To support budding coaches and be part of the amazing transformation that coaching can mean for anyone, I supported the free weekend courses run by the Coaching Academy in London.
Barclays CapitalBusiness Readiness Lead
Mar. 2010 - Jun. 2011London, United KingdomLed global support for the implementation and upgrade of SAP and various IT Systems, such as Peoplesoft, eRec, and SharePoint, impacting 40,000 staff across 30 countries on all continents. Leveraged an agile change management framework and templates to expedite engagement and adoption, particularly in the introduction of a expanding ESS/MSS HR suite online.
This strategic approach, anchored by a recognizable brand and consistent vocabulary, facilitated the seamless and "invisible" introduction and adoption of change within a comprehensive program featuring 28 HR projects. These projects spanned diverse areas, including the upgrade of talent and performance management, the enhancement of compensation and benefits systems, HR data management, and the introduction of a Shared Services model. The success of this global initiative highlights my capacity to implement agile methodologies and navigate multifaceted projects with diverse components.
Legal Services CommissionBusiness Readiness Lead
Sep. 2009 - Mar. 2010London, United KingdomConceived and executed a comprehensive Change, Training, and Communication strategy, resulting in a smooth transition of IT Services with a significant impact on 1500 staff, 800 external solicitors, and the public. Leveraged Business Impact Analysis and secured an impressive 98% stakeholder buy-in, facilitating the seamless relocation of two data centres, outsourcing of the service desk, implementation of a new desktop rollout, transition to Exchange, Office 2007 adoption, and GSI accreditation. This achievement was particularly notable given the political turmoil leading up to the elections and major budget constraints. Despite these challenges, I navigated the project with direct budget responsibility of £400,000 and oversaw a team of 8 direct reports. This successful initiative underscores my ability to drive complex projects to fruition in the face of external challenges and stringent budget constraints
LGCChange and Business Transition Manager
Feb. 2009 - Jul. 2009Teddington, UKImplemented an Engagement Strategy to support business initiatives affecting 16 sites and 1400 staff worldwide, with a particular emphasis on the German and UK-based hubs. The primary focus included a comprehensive business change programme, supply chain optimisation, and the integration of IS systems to facilitate all mergers and acquisitions, both past and future. The anticipated outcome is projected savings of £8 million within the next two years, strategically aligned with the exit strategy. This pivotal role marked my transition from training management to the realm of change management, stakeholder management, and the broader perspective of business transformation.
VodafoneGlobal Role Implementation Manager
Aug. 2008 - Dec. 2008Düsseldorf Area, GermanyOversaw Accenture in orchestrating a process and implementation schedule for establishing the necessary Security and Authorizations in preparation for the SAP implementation in Germany. This initiative led to key stakeholders consenting to a structured approach for identifying, endorsing, and undertaking Business as Usual (BAU) change management for the politically sensitive division of crucial activities, which were subsequently transitioned to the Purchasing (Luxembourg) and Finance (Hungary) Shared Services Centres.
FirmenichGlobal ERP Business Transformation Training Manager
Apr. 2007 - Jul. 2008Geneva, SwitzerlandEstablished and optimized a cutting-edge suite of processes to facilitate stakeholder engagement and drive business transformation within the ambit of an unprecedented CHF 60 million global corporate initiative. Spearheaded this historic program within a traditionally family-owned enterprise, spanning 20 countries across five continents and directly impacting a workforce of 6000. My strategic leadership ensured the successful design and execution of a revolutionary training, communication, and change program, delivered punctually while operating at only 20% of the initially allocated budget, amounting to CHF 2 million
Marks and SpencerSAP e-Learning Manager
Oct. 2006 - Apr. 2007London, England, United KingdomEstablished an advanced, interactive self-service training facility and support helpdesk, strategically designed to grant instant knowledge access. This innovative solution efficiently alleviated the Service Desk by addressing 40% of their 1st line support calls, all accomplished within predefined time and budget parameters. Additionally, pioneered the development of an internal continuous improvement team within the Financial Shared Services Centre, ensuring streamlined processes, updated documentation, and fostering proactive collaboration. This initiative resulted in heightened ownership and, consequently, a substantial increase in the realization of SAP benefits.
ChangeLovers LtdChief Simplification Officer
Mar. 2006Abu Dhabi, Abu Dhabi Emirate, United Arab EmiratesDISC Profile distribution, evaluation and coaching
Transport for LondonChange Programme Manager SAP Customer Competence Centre
Apr. 2005 - Oct. 2006London, United KingdomTransformed the training landscape by overhauling the needs analysis and delivery process, positively impacting 40,000 staff and contractors. This strategic initiative yielded a remarkable 300% surge in training attendance and relieved the Service Desk of 20% of its 1st line support calls, translating into an annual direct savings of £84,000.
Distinguished achievement in building and mentoring a high-performing team of 15, shaping a self-motivated, efficient response unit of account managers. This structural enhancement not only ensured uninterrupted business support but also facilitated the delivery of tailored solutions. Effectively transitioned support operations from reactive fire-fighting to proactive targeted intervention, aligning the team with strategic objectives.
Transport for LondonChange, Communication and QA Manager
Nov. 2004 - Apr. 2005Designed and delivered business readiness programme to 6000 desktop and laptop users as part of the XP Rollout enabling the programme to complete ahead of time and within budget
Sealed AirSAP Training Manager EMEA
Aug. 2003 - Oct. 2004St. Neots, England, United KingdomSuccessfully executed a comprehensive change and training program in tandem with the SAP rollout, catering to 2000 users across the EMEA region. Meticulous planning and execution ensured minimal disruption to production, with delivery seamlessly on track within just one week of the go-live date
DiageoSAP Trainer
Jan. 2001 - Jan. 2003Budapest, HungaryDesigned and implemented a comprehensive SAP Accounts Payable training program in alignment with the inauguration of the new Global Financial Shared Service Centre. Conducted workshops to meticulously define the goals and key performance indicators (KPIs) for the Accounts Payable department within the newly established Financial Service Centre. This strategic approach ensured a proactive framework for timely interventions, guaranteeing the delivery of promised service levels to support the broader business objectives
IMPAC® Integrated Control Systems, Inc.Business Process Change Project Manager Central Europe
Jan. 1999 - Jan. 2001EuropeClients across various industries (Financial Shared Services, Retail, FMCG, Manufacturing: McDonald's, KoFem, Loblein…)
Led the successful delivery and management of business transformation projects for diverse clients across various industries. Achieved significant reductions in operating costs ranging from 20-30% by optimizing management practices and streamlining core business processes. Notably, the McDonald's Business Process Reengineering (BPR) project stood out as a major success. Skillfully managed the project within the specified timeframe and budget, catalyzing the successful closure of a $2 million deal in Hungary. This initiative not only resulted in a 20% reduction in bottom-line operating costs for McDonald's but also paved the way for the sale of two additional projects in Eastern Europe.
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