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Work Background
Mike Curtis and Company LimitedPurchase to Pay Transformation Lead - StaffBase
Feb. 2024London Area, United KingdomA small global business who focuses on corporate communication software and is preparing for an IPO. Working as part of the Finance transformation team, I am leading a program to re-launch the Purchase to Pay (PTP) solution within Workday transforming the adoption rate from 10% to 95% this will include organisational change management training, process mapping and transformation.
Mike Curtis and Company LimitedPurchase to Pay Transformation Lead - Anglo American
Sep. 2023 - Dec. 2023London Area, United KingdomWorking as part of the Anglo American Northern Corporation Team, I led the PTP transformation team that created the strategy to improve the Purchase to Pay Process within Anglo American. We identified Payment to Terms as a major performance gap. I led a small team which d executed the project which significantly transformed payment performance from 38% to 89% compliant during our engagement.
Mike Curtis and Company LimitedOrder to Cash Strategy Transformation Lead - Covid 19 Task Force - Pfizer
Mar. 2023 - Jul. 2023High Wycombe, England, United KingdomContinuing from the previous engagement through Solved Management Limited, under the new business and as part of the Global Supply Chain Covid 19 task force I was accountable for the transition of the Business Processes and data mining model that supported the Covid 19 Order to Cash methodology into the business as usual target operating model.
The team which I led took the opportunity to embed significant efficiency improvements within the existing Target Operating Model across over 70 processes that catering for the different Sales Channels within the Covid 19 Sales Startegy. The developed processes were enhanced with work instructions, defined business rules, risks and system links which supported the transition of the processes to the business as usual team. Within the data mining solution triggers and alerts were set to advise rapid reaction teams if a Sales Order deviated from the prescribed processes. Using the workflow capability we were able to track the training and sign off completion of the new responsibilities to the exisiting non-covid teams and rapidly deploy change throughout the operational footprint of EMEA.
This project has since been adopted by the wider global supply chain supporting the Pfizer Integrated Manufacturing Excellence program and is seen as supporting future divestment and acquisition activities.
Solved Management ConsultancyCovid 19 Order to Cash Transformation Lead & Supply Chain Business Process & Change Lead - Pfizer
Apr. 2020 - Mar. 2023Home BasedAs part of the Global Supply Chain Covid 19 task force I was accountable for the design, implementation and governance of the specific COVID order to cash process.
We created a strategy to combine business process management, workflow and data mining that would allow for rapid controlled process change and improvement. We identified 9 key steps and developed over 70 processes that catered for in-country, export and donation markets across EMEA. After developing 'one pagers' for each of these steps we then developed the baseline processes in collaboration with the operational teams to create accurate representations (in BPMN 2.0) of the processes, work instructions, risks and approval cycles for change. Linking this with the data mining solution enabled the accurate measurement of the baseline performance and supported the continuous improvement program to deliver more efficient processes. Using the workflow element we were then able to rapidly deploy process change throughout the operational footprint of EMEA.
This project has since been adopted by the wider global supply chain supporting the Pfizer Integrated Manufacturing Excellence program and is seen as supporting future divestment and acquisition activities. I supported the separation of the Upjohn Division from Pfizer in preparation for the acquisition and merger with Mylan. I provided business process mapping and re-engineering expertise in Supply Chain Planning requiring detailed knowledge of the SAP (ECC and APO modules), onboarding and training a new team of 28 supply chain planners and project management leadership.
Delivered virtually, I supported the day to day activity of the Supply Chain function as it dealt with unprecedented levels of demand volatility during COVID-19.
Reporting to the Pfizer Global Project organisation we ensured that the team delivered on its project commitments and helped accelerate the creation of the new team.
Solved Management ConsultancyCategory Director - Hackett
Feb. 2020 - Apr. 2020London Area, United KingdomLeading a team of two consultants, we created category leadership materials that analysed the European Capital and MRO markets for the FMCG Food sector. The materials created were used to develop a knowledge repository for the on-site teams and helped Hackett secure further EU consulting opportunities.
Solved Management ConsultancyInterim Head of Capex Procurement - Johnson Matthey Battery Materials
Jun. 2018 - Jan. 2020London, United KingdomHead of Battery Materials Capex Procurement (Interim Role) - Chemicals
Directed and developed teams to deliver, initiating 1,3 and 5-year saving delivery strategies across Capex and Opex Indirect procurement categories. Promoted to join the business-critical business start up and complimentary Capex Programme reporting to the Main Board as part of the Leadership team.
Operating within a matrix management structure, set the strategy and performance measures which transformed the way that all Capex Projects will be led.
Using Stakeholder management techniques, transformed the level of Procurement influence within the project and secured strategic supplier relationships which delivered £10m savings vs. Budget Estimate. Led Initialisation, Feasibility and Design Procurement Phases for the complex Batteries Materials Programme, Budget Estimate across 9 projects estimated at £400m at (+/- 30% ACCA Standards).
Led the negotiations of the associated Front-End Engineering Design programmes and initiated the EPC / PMC / EPCM contracting strategy for the resultant programmes with Tier 1 Contractors.
Developed the Procurement and Contracting Strategies aligned with the project execution plans across the 9 projects which was rolled out across the client as the standard methodology for delivery. Directed the contractor delivery programme for accelerated execution of all Long lead engineering packages across 4 separate projects.
Designed and implemented the Supplier Relationship Management programme for project critical suppliers delivering significant lead time improvements and reduction in owners risk profile.
Created the Tender Packages for the multi-phase EPC/EPCM projects. Performed Contractor Management Performance reviews as part of the Programme leadership team.
Solved Management ConsultancyInterim Head of Procurement - Hovis & Nomad Foods
Jan. 2015 - May. 2018London, United KingdomHead of Procurement (Interim): Food & Beverages, Private Equity Directed and developed teams to deliver stretch targets across multiple businesses, initiating 90 days, 1,2 and 3-year savings strategies across indirect procurement categories. Created the transformation strategy as P2P Global implementation sponsor for SAP and Coupa.
Created savings governance, category management, and SRM procurement transformation programs.
Re-engineered business processes, ensuring Sarbanes Oxley compliant controls across 11 countries. Delivered proof of concept and delivery of spend analytics tools used within private equity acquisitions. Delivered the 3-year supply chain indirect savings program in 18 months saving £10m vs a £45m base.
Tendered multiple Capital Equipment Packages saving £4m against an £18.5m base. Drove the Co-Manufacturing program, launched 2 products and achieving a net sales margin of 37%. Designed and outsourced the delivery of an industry leading dynamic procurement portal bringing together category management, external market research, risk management and spend analytics. Delivered Power BI dashboards linking SAP and Legacy ERPs, enabling data driven decision making. Increased P2P right first-time efficiency from 47% to 89%, through process re-engineering and training.
Implemented historic and futures soft commodity tracking integrated with price forecasting.
Established corporate policies and procedures surrounding direct and indirect purchasing.
African MineralsInterim Head of Procurement – MRO, Manufacturing and Supply Chain
Apr. 2014 - Jan. 2015London / Sierra LeoneDirected the transformation program across the Sierra Leone based Mine, Port and Rail Operations.
Working closely with WHO and MSF to combat the Ebola risk, we delivered approved medical and fenced security measures protecting 18,000 people within a 6-week timescale across a 25km2 perimeter Changed the in-country organisational structure delivering a scalable, stakeholder focused function.
Addressed a portfolio of $300m of capital spend, designed and delivered a $50m savings program which addressed areas including Contract Mining, Explosives, Site Facilities, Light vehicles and MRO.
In collaboration with the site engineering directors, we delivered a ppm maintenance program which reduced maintenance and energy costs by $7m per annum, reducing downtime by 21%.
Proxima GroupSenior Procurement Specialist – MRO, Manufacturing and Supply Chain
May. 2010 - Feb. 2014Europe and United KingdomSenior Procurement Specialist – FM, MRO, Manufacturing and Supply Chain Directed 5 Procurement Specialists, delivering complex saving programs across key manufacturing clients addressing over £150m of revenue and capital spend and annualised savings more than £30m.
Embedded program, governance, category and strategic supplier relationship management techniques which were tailored for key European manufacturing and retail clients.
Negotiated underwritten operational and energy efficiency cost reduction targets across the categories.
Re-designed the spend analytics and tendering process for Supply Chain Categories using AI technology providers which shortened the project life cycle for each project by 4 weeks Client Engagement Manager Responsible for the commercial relationship, building and leading teams with aligned goals and clear strategic direction to deliver agreed and shared objectives. Delivered the overall account profitability and bonuses whilst achieving the clients stretch targets.
Program Management of multiple client complex project streams to deliver the ROI targets.
Negotiated appropriate service and resourcing plans to meet changing client requirements.
Delivered the overall account profitability and bonuses whilst achieving the clients stretch targets. Head of Category MRO and Engineering Services Managed multiple client-based teams over diverse industries in the MRO and Engineering Services category delivering £5m cost reduction savings over an addressable spend of £25m.
Responsible for all senior stakeholder client and supplier relationships relating to the category.
Engaged key stakeholders, delivered a first year £6m stretch saving in both capital and revenue projects.
Directed all negotiations over £200k and exit strategies to secure the savings strategy plan.
Delivered categorised spend adopted by the clients which facilitated accelerated savings delivery.
William RansomHead of Procurement (Associate Board Member)
Jun. 2009 - May. 2010Hitchin, United KingdomAssociate board member creating the procurement team and managed 4 direct reports to deliver a two-year Procurement strategy of £4.2m savings over three sites with an addressable spend of £25m.
Directed parallel negotiations and exit strategies to secure savings of £1.4m.
Premier FoodsGroup Procurement Operations Manager
Aug. 2000 - May. 2009St. Albans, United KingdomGroup Procurement Operations Manager
Directed the successful SAP P2P design and implementation ahead of schedule and budget.
Created a ‘Centre of Excellence’ procurement operations function, delivering £40m net savings within a £450m spend portfolio covering Direct and Indirect (Opex and Capex) categories over 2 years.
Led the indirect procurement delivery program to deliver a £7m stretch savings program. Nominated finalist in the CIPS/Supply Management 2005 Awards and achieved CIPS Gold accreditation. Procurement MRO Category Manager Reporting to the Head of Procurement, I managed 2 people and a spend of £45m over 4 sites. Delivered £4.2m savings on MRO via supplier relationships, price negotiation and stock reduction.
Outsourced the non-core engineering over 4 sites reducing head count and saving of £520k pa. Manufacturing Manager
Reporting to the General Manager, I was accountable for the 24/7 operation and P&L of 5 production lines, managing 15 direct reports and support services. Delivered £1.2m of annualised savings through labour and waste initiatives and Managed a £5.6m capital project replacing 3 production lines.
PepsiCo (Frito-Lay UK) Walkers Snack FoodsProduction Manager
Dec. 1995 - Aug. 2000Leicester, United KingdomProduction Manager - Responsibility for a multipack line, managing 150 indirect reports across 3 shifts.
Engineering Manager - Responsibility for 2 engineering teams managing a team of 15.
Front Line Manager - Responsible for a shift team of 36
Unigate Meat DivisionSupply Chain Planning Manager
Nov. 1993 - Dec. 1995Malton, United Kingdom
Grampian Country FoodsTrainee Production Manager
Apr. 1992 - Nov. 1993Thorne, United Kingdom
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