Case study 1

Led a 15 month Finance Transformation programme for the CFO of a multinational INGO in the International Development sector with operations in 70+ countries. The programme included a major re-organisation of the existing finance function, redefining roles and building skills in business partnering and value-adding activities, while streamlining processes and preparing for a major new ERP implementation. Please see attached case study on Finance Transformation.

Case study 2

I worked with the social justice charity Nacro on a 10 month assignment as Interim Head of Strategy, assessing and helping to prioritise investment plans and strategic initiatives over the upcoming three year planning period. 

Case study 3

I led a consulting team at MSI, a global INGO, to improve processes for capturing key data for donor-funded project, reporting, budgeting and forecasting 

Case study 4

I worked with the CEO of the umbrella charity of a new consortium of charities who were delivering key services to a London borough. My role was focused on governance arrangements, and on operational readiness for delivering the new services.

Case study 5

I led a short study of new income generating strategies for a national charity which was looking to diversify its income streams.

Case study 6

I worked with the CEO and trustees of a financially distressed charity, and assisted them in ensuring an orderly close-down.

Case study 7

Two international development charities, both headquartered in the US, were experiencing post-merger integration challenges, especially in the area of financial approval processes. I worked with a regional COO to build the evidence to support future change. 

Case study 8

Asked by the Chair of an NGO working in the humanitarian sector to review the organisation’s strategy and governance arrangements, and to come up with financially viable options for partial or total separation from the parent NGO, and to assist in gaining the buy-in of the Board to the proposed way forward. The recommendations were well received by the Board and implementation is in progress.

Case study 9

A major UK charity providing advice services needed to transform its business planning processes in a short period of time, to be more inclusive and transparent, and well as helping to inform difficult choices. I worked as an interim in the planning team for four months on this assignment. 

Case study 10

A North American INGO in the international development sector needed a financial business model to inform complex decisions on new operating models and major donor fundraising strategies. I led a three month consulting project to articulate the strategic options and then build a financial model which enabled the Board to make data-informed strategic decisions. 

Case study 12

A regional charity in the UK was under financial pressure. I undertook a three week project to enable the CEO to articulate the options and agree a new strategy with the Board.

Case study 13

Asked by client CEO to review IT strategy, and assess the compliance and fitness-for-purpose of the client’s arrangements with the supplier of its mission critical systems. For the same client, I compared processes with customer experiences, challenging policies, and shaped a portfolio of process improvements. Please see attached case study on Review of Mission Critical Systems.

Case study 14

Assisted the COO of a UK commercial bank, over a period of fifteen months, to review and redesign core banking and risk management processes and introduce new Business Process Workflow software (ProcessMaker). The work extended across Treasury, Credit Management, Onboarding, Payments Processing, Complaints Handling and the management of the Bank’s policies and procedures. Please see attached case study on Business Process Transformation.

Case study 15

Asked by the executive committee of a FTSE100 services company to conduct an independent review of a BPO bid prior to submission to its B2B client. Chris conducted a detailed review of all bid assumptions, and built a new detailed resourcing model and risk register. He was also asked to edit the executive summary of the bid, and to produce a report on the likely bid tactics of competitors, with recommendations on how his client should address these.

“Chris made a rapid impact in an intensive, mid-flight bid, quickly assimilating the key issues and bringing some very important new insights and recommendations. As such we were keen to make maximum use of Chris’ time before bid submission. Chris has excellent analytical and influencing skills, and we look forward to involving Chris in future projects.” Client Director of Outsourcing.

Case study 16

Asked by the CFO of a global IT standards and certification organisation to build a commercial and operational model for providing new BPO services to a global corporate client.