- Major industry restructure – Definition, negotiation and delivery of service level agreements to support water industry transformation in Ireland
- Consortium major UK Telcos – Delivery of an independent assessment of cost impact of regulatory proposals for industry change to ensure correct decisions taken and appropriate budgets allocated
- Neareast Telco - Business plan and market entry strategy for Turkey to become the ‘location of choice’ for the offshore contact centre outsourcing and grow GDP by 3-4%
- Ofgem – Provided assurance to the government and industry that preparations for the introduction of competition would result in a smoothly customer and market operations
- HMG – Energy/FS – Delivering a detailed design for partner relationship and other business functions to accelerated delivery of a complex multiparty start up
- Altnet/Mobile, ESAT – Facilitated planning for a joint venture, subsequently executed, to use railway telecoms assets in Ireland to establish a national SDH network, working with senior technical, marketing and financial managers
- Major utility – Accelerating an outsource transaction, informing decision making with best practice prior to a 2,500 seat outsource.
- Major Telco – Provided advice to reduce risk after assessing the operations, cost base and key contracts of Panamanian customer operations, for business operating in a highly competitive market
- Major Telco, UK – Review of value - for-money and operation of customer service outsourcing contracts to assess scope for reducing operating cost through price reduction or more rigorous application of service credit regimes in the contracts
- nPower – Reducing the risk of repeat multimillion pound fines by the regulator for mis-selling by advising on new supplier and contract
- HMRC – Researched experience in FS and outsourcing organisations with front and back office integration, to apply it to its problems in delivering a reasonable customer experience efficiently and lower cost
- Premium TV – As part of a start up to deliver tax benefits, seconded to run customer services to ensure compliance to tax effcient model, also delivering £2m cost saving in outsource contract
- Utility – Resolved resource issues caused by business preparation workload from major change programme by procuring flexible outsourced service with guaranteed quality at costs 60% below more risky UK internal options
- HMG – Emergency intervention to assess failing outsource provider, identify and recommend improvement actions and provide a view on long term prospects to inform contractual decisions
- Barclays/GHL – Completed integration of Woolwich & Barclays mortgage customer operations, reducing cost. Led team to deliver data conversion, improved processes and new servicing, direct debit and other applications
- HMG Department of Heath – Advised on the definition, procurement and contract negotiation of a solution to meet volatile, large scale, pandemic-driven demand
- HMG Department of Health – Improved customer service through competition and innovative service design, leading strategy development and advising on procurement of £50m contract for outsourced contact centre services
- BBC – Advised the BBC on integration of BskyB services, customer and operational processes to enable it to use digital satellite broadcasting within its delivery infrastructure
- Major Tech retailer – Repairing a failing outsource deal and preparing for a future replacement solution
- Fraud investigator – Design of commercial model and contract schedules to support the replacement of incumbent service providers of outsourced ICT and contact centre services
- Ingeus – Design of target operating model to drive cost out and performance up in outsourced probation services
- Solution design and construction
- Providing advice on outsourcing to enable HMG to transform health service processes
- Providing advice on strategy and procurement of £50M contract for contact centre services
HMG Department of Health
Delivering change using competition and innovative service design
In order to reduce the lead time between diagnosis and treatment, the Department of Health is introducing choice, changing the way patients are referred into secondary care. The revised process allows patients to make appointments at the GP’s surgery, online or by phone. To support this last option, the DH chose to provide a single national Appointments Line, initially provided by NHS Direct, a public sector organisation focussed on delivering healthcare advice by phone. NHS Direct’s general performance was poor. The DH needed to develop and implement improved arrangements.
David led the Operational workstream of a project to diversify supply risk by securing the services of a private sector contractor to service a proportion of demand, and provide a challenge to NHS Direct, in order to improve its performance. The project used a procurement harnessing for the first time OJEU’s ‘Competitive Dialogue’ procedure, working with legal and financial workstreams. David’s team was responsible for preparing key parts of the prospectus, service definition, pre-qualification questionnaires, dialogue and tender documentation for the service being procured, as well as technical evaluation criteria used to down select during the dialogue process. He also led the DH team through a series of workshops to develop a strong performance management framework and reward system, captured in the payment and performance mechanism.
The OJEU notice generated 17 completed pre-qualification questionnaires. David’s team assessed and analysed these in order to develop a short list of four companies. These companies were led through the dialogue process – basically a series of pre-tender negotiations – and all four submitted complaint and competitive proposals.
In parallel, NHS Direct reacted to the potential introduction of competition by improving its performance.
