Martin helped establish the management consulting arm of a major US technology and innovation company. Working with the management team, consultants and clients, he facilitated the definition and implementation of service offerings, key processes, training & development.

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BP

At BP, he facilitated  the strategic procurement group through identifying and  implementing best practice initiatives across a range of European sites. This involved a number of large workshops with participants from a wide range of cultural backgrounds. A key contribution was the input of creative challenge to assumptions and perceived barriers.  These activities contributed to BP Chemicals achieving substantial savings in the operating costs of their asset base.  In 2003, they were on track to achieve savings of $20m.

While leading a programme for BP to integrate processes and systems following a major acquisition, he fostered creative collaboration between the BP team, the acquisition target and suppliers. Against the backdrop of demanding timescales and a complex deal,  he facilitated creative planning sessions.  These successfully identified ways to speed-up the integration process and rapidly deliver benefits from the deal.

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Thus

At Thus, rapid expansion meant that the company’s existing IT systems no longer met the demands of the business. Martin led a series of creative planning workshops to define an  IT vision, the supporting architecture and plan the implementation. These workshops involved both business and IT representatives and fostered active collaboration between groups to achieve a shared vision.

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Far East

In the Far East, he participated in a new business venture for a major utility.  He was instrumental in getting managers to think differently about the business, in particular to challenge their traditional thinking around management of customer relationships.

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mobile operator

Martin also worked on an ambitious programme to implement best-of-breed customer relationship management in this major mobile operator. He played a leading role in developing the concept and then led the IT programme involving development of new business processes, the founding of a new department, culture change and IT systems implementation.  Within 9 months the client had moved from having no capability in this area to implementing daring, innovative and successful relationship marketing campaigns that have been used as a model by others in the industry.