Starting my career with BT Global Services gave me first-hand experience of business transformation and equipped me with both understanding and belief in operational improvement. I was at the heart of a major internal turnaround programme, assisting in the restructuring of 32,000 people globally and process change to enable significant cost reduction. This experience taught me an important lesson: you have to lead change with confidence and courage.
Performance improvement and business transformation cannot be done from the wings of an organisation; you have to be willing to roll up your sleeves and understand a client’s individual challenges from the inside out, while bringing in external ideas and experience.
Since joining Deloitte in 2010, I have worked on some of the most complex and important business transformations across the media sector.
I led an international programme to identify significant savings across a major European triple-play provider’s entire business model. Using financial analysis and applying my knowledge of UK and international broadcasters, I challenged established practices and overcame stakeholder resistance to identify cost-reduction opportunities totalling several hundred million euros in just 12 weeks.
I went on to champion several of these opportunities through to implementation and benefit realisation, which, as well as cost reduction, resulted in increased on-screen quality. Leading a small team and working closely with the client, I established a new Production and Creative Hub as a shared service. This service brought together a number of seemingly disparate small channel teams of editors and graphic designers. Enabled by new processes, enhanced collaboration and greater sharing of resources, this newly formed matrix structure is now operating at significantly lower costs and is delivering greater on screen creativity.