CONSULTING SERVICES LEADER
An accomplished consulting services leader, with a track record of developing and delivering realizable value through transformation services and operational improvements in the US and Europe. He has successfully led the growth and development of international and domestic client relationships and services practices, while working with client executives to implement solutions across a number of industry sectors. Archie has expertise in
• Transformation initiatives, restructuring of business operations and organization redesign
• Process reengineering, cost reduction and business performance improvement programs
• Optimization of supply chain operations and infrastructure
• Creation and delivery of strategy and business planning at the board level
He has deep industry knowledge of the Automotive & Transportation and General Manufacturing & Engineering sectors and a good working knowledge of Energy & Utilities, Financial Services, Food & Beverage, Leisure, Entertainment & Hospitality, Health Services, and the Public Sector
PROFESSIONAL EXPERIENCE
CONFIDENTIAL 2008-Present
Operating own LLC with a Consulting firm and with a Software and Services firm
Client Network Partner and Advisor - Consulting firm
Currently working with a consulting firm to identify client and services opportunities and to develop the consulting business. Provide client executive level introductions; support the sale and delivery of operations improvement assignments; conduct engagement oversight, quality assurance and client satisfaction reviews; support the creation of new service offerings. Focus on services in the manufacturing & engineering, automotive, and renewable energy sectors, and on private equity firms investing in those sectors
Vice President - Software and Services firm
Currently introducing Software and Services firm's asset-based assessment tools (risk management, realizable revenue, and productivity improvement) to professional services firms and selected Fortune 500 companies. Focus on IFRS risk assessment for US GAAP to IFRS conversion programs, and on the realizable revenue and productivity suites. Generate license and supporting services revenues; lead client training and assessments; build repeat client relationships and loyalty
KPMG LLP US 2006-2008
Managing Director – Business Performance Services Leadership Team
Co-led the automotive industry practice in the US with inputs to Audit, Tax and Advisory Services; provided account and services leadership for the US Automotive and Midwest Operations Advisory Services practices; built thought leadership materials and service offerings for manufacturing and non-manufacturing clients; served as global lead partner for a major automotive OEM; developed and served a number of key target accounts
• Developed KPMG’s NA automotive industry strategy for the years 2006 through 2010
• Led a global client services team for a major automotive OEM; implemented supporting client account initiatives, metrics and communications across the world; developed and delivered Advisory, Transaction and Tax service
• Served as international concurring partner for a significant Vendor Due Diligence review conducted on behalf of a client, prior to the disposal of two luxury vehicle brands
• Supported proposals for co-sourced Internal Audit services with operational, benchmarking and performance improvement content
• Created tax-effective sourcing & supply chain and operations solutions; delivered proposals for automotive and non-automotive accounts; sold and led a number of supply chain and operations engagements
CAPGEMINI U.S. LLC 2000-2005
Vice President – Americas SAP Supply Chain Leader (2004-2005)
Re-established Capgemini’s SAP supply chain practice in the Americas and prepared the joint consulting and technology teams for growth
• As a member of the Americas Supply Chain and SAP Service Line leadership teams: identified skills and solutions gaps in the practice; recruited and developed staff; established product and service training for our teams; liaised with SAP to target joint client accounts
• Led the creation of SRM, SCM and PLM offerings, enabling the SAP Supply Chain team to launch new services for target clients in the Energy, Entertainment, Chemicals, Transportation and Apparel sectors
• Contributed to growth in the consulting element of the SAP Supply Chain practice
Partner & Vice President – Global Account Executive (2000-2003)
Led the firm’s global client service accounts for an automotive OEM, an automotive tier one supplier and a B2B electronic sourcing and procurement exchange; developed client relationships across the Americas, Europe and Asia Pacific; sold and led engagements; optimized and measured client satisfaction
• Between 2000 and 2003, developed this client grouping to became one of the firm’s largest combined global accounts with 16 permanent partners and senior staff and up to 120 support resources, generating high client satisfaction scores
• Delivered a broad range of projects in the US and Europe in support of inbound and outbound supply chain optimization, the design, launch and sale of reverse auction and electronic catalogue services, finance function reengineering, CRM strategy and call center performance optimization, fleet service management, pricing and new vehicle launch systems, real time order management, targeted product offering, e-business strategies, telematics PMO, luxury vehicle brand transformation strategy and performance enhancement
• Responsible for the development and performance assessments of all partners and staff serving the global account in each of the regions
ERNST & YOUNG LLP US 1996-2000
Partner (admitted to the partnership in 1998) – Regional Account Executive
Significantly expanded the consulting relationship with a global automotive OEM in NA, Europe and Asia Pacific, focusing on Marketing & Sales, Customer Service Division, and Purchasing
• Sold and directed a series of programs to improve Customer Service Division’s supply chain performance across brands
• Developed the European client services business to match an expanded US book of business
• Sold, directed and co-led the creation of pan-European strategies for new Customer Service retail services and for the OEM’s application of e-commerce to vehicle sales and service
• Led a tour of the client’s facilities in Australia, Taiwan, Thailand, Malaysia, Japan and China; evaluated procurement and sourcing issues and reported on future options for sourcing strategies
ERNST & YOUNG LLP UK and US 1990-1996
Executive Consultant - Regional Performance Improvement Group Leader
Refocused and grew a regional financial management group into a successful performance improvement consulting team
• Grew the unit from a small team of financial managers into a robust team of consultants. Increased annual profitable business fivefold
• Sold and delivered cost reduction, performance improvement and strategy engagements to clients in multiple sectors. Supported an automotive OEM’s UK launch of its internal Process Leadership teams
• With the OEM’s global and regional VPs, led an 18 month 70 client person engagement to reengineer Customer Service Division world-wide (14,000 dealerships and 2,500 suppliers) including processes, IT, metrics and global organization structure
ARTHUR YOUNG MCS / ERNST & YOUNG LLP UK 1985-1990
Managing Consultant – Engagement Leader
Supported and led major engagements; established and promoted a Strategy service offering in the UK region
• Led large financial and program management engagements in defense, manufacturing, retailing and public sectors
• Assigned to the firm’s national Strategy team in London to build and deploy a strategic planning offer across the UK
• Sold and led strategic and business planning engagements with CEOs and boards of directors in UK and US manufacturing, retail and services clients
EXPERIENCE PRIOR TO 1985
RSM Robson Rhodes LLP UK - Public Sector Engagement Leader: led public sector audits and risk management reviews; led Value for Money (VFM) effectiveness and efficiency studies on behalf of the UK Audit Commission when the UK government was privatizing the public sector. Developed and launched an approach to VFM audits: wrote, produced and introduced the firm’s VFM handbook and documentation. Wrote the firm’s point of view on the role of commercial audit in the National Health Service and presented to the Department of Health and Social Security
Price Waterhouse & Co., Chartered Accountants UK – Audit Senior, National Audit Group: responsible for interim, systems and final audits of UK publicly quoted companies and US corporate subsidiaries
Hawker Siddley Aviation (now BAE Systems) UK: undertook internal consulting projects in the Commercial, Procurement and Materials Management, Product Design, Information Technology, and Production functions. Seconded to the Internal Audit team
EDUCATION
MBA (Beta Gamma Sigma)
University of Missouri, Columbia, Missouri
BS Business Administration
University of Missouri, Columbia, Missouri
PROFESSIONAL DEVELOPMENT
Chartered Accountant (ACA) – Member of the
Institute of Chartered Accountants in England & Wales
Licensed Realtor
ATTACHMENT- REPRESENTATIVE PROJECTS
Supply Chain and Operations
• Led a series of improvements to an automotive OEM’s aftermarket material flow and inventory management processes across multiple brands in North America and Europe; positively impacted fill rates, backorders and inventory turns to best in class levels (5 point increase in fill rates, 60 percent reduction in customer order backlog and over $200 million reduction in inventory)
• Evaluated and created recommendations for improving inbound logistics to an OEM’s North American manufacturing plants (lane cost analysis, inbound customs arrangements and reusable dunnage)
• Improved merchandising operations and cross-border logistics for a European automotive parts and logistics operation; resulted in buying efficiencies and tax-effective routing and kit assembly
• For an international marine engine manufacturer, evaluated and recommended a portfolio of freight cost reduction, scheduling and supply chain improvements in support of the client’s need to reduce its cost base
• Improved transportation, logistics and vehicle maintenance arrangements for clients in brewing, general manufacturing and bus and coach operations
• For one of the largest automotive national parts redistribution centers in NA, selected and implemented a warehouse management system; included all supporting process changes, technology and equipment
• For a global B2B parts and commodities electronic exchange, led the development and implementation of an operating strategy, core processes and systems to support reverse auctions and electronic catalogues; provided resources to develop the sales pipeline and ran auctions on behalf of the member automotive manufacturers
• Led the transformation strategy work for two luxury vehicle brands; included identification of required strategies and changes to product development cycles, customer experience and branding, manufacturing footprint, supply chain and logistics, revenue and cost optimization, and HR; established a Program Management Office (PMO) for implementation
• Provided an automotive OEM’s CIO with inputs to the company’s IT strategies and options for improving productivity and processes in North America, Europe and offshore facilities
• Evaluated and redesigned packaging and food product recipes for a supermarket chain; evaluated manufacturing operations at one of the client’s own food plants and created the business case for its immediate closure
• Managed SG&A cost efficiency reviews and implementations for financial services organizations and for a number of public sector entities
• Managed an SG&A review, head office rationalization and sourcing and procurement improvements for a brewing and hotel group
• For public sector clients, ran Value for Money effectiveness and efficiency reviews in sourcing and procurement, administrative procedures, revenue creation and asset management
Customer Management
• Led the global reengineering of an automotive OEM’s customer service division to improve customer satisfaction levels and retention; included dealer service and repair operations, customer handling, parts supply and logistics, technical training and services and links to upstream vehicle engineering; performance metrics and a new global organization matrix were created to support the customer focus
• Assisted a brewer in the development of a new market strategy to improve customer experience and increase revenue; included the creation of supporting business plans, the eventual divestment of a number of outlets and the creation of a series of family focused restaurants and licensed outlets
• Researched consumer behavior and spending in 5 European regions and directed the creation of a European automotive all-makes aftermarket retailing strategy; included the creation of a new “Do It For Me” customer experience concept and the identification of best in class acquisition targets to support the new model
• Directed the development of an automotive e-commerce strategy which introduced customer facing initiatives designed to enhance customer loyalty and retention; included on-line vehicle configuration by customers, use of loyalty cards and bundling of services such as insurance and warranty extensions, purchase of used vehicles on-line, and shared information between dealers and the OEM to support better customer knowledge, targeting and handling
• Created a full-service CRM strategy for an automotive manufacturer’s joint venture company and optimized existing call center costs and performance in the client’s UK and US centers
• Carried out a joint evaluation of an automotive OEM’s aftermarket channels to market (wholesalers, distributors and dealers) and the ability of the client to effectively and profitably service customers’ full life cycle needs through these channels
• Defined the processes required by a Kitchen and Furniture manufacturer to successfully provide a high-end home delivery service for their luxury product range, taking account of customer needs and perceptions
Finance Performance Improvements
• For a marine engine manufacturer, led an evaluation of the Procure to Pay process; recommended actions to optimize cross-border receipt of materials and parts and to minimize non-payment of invoices
• During the emergence from bankruptcy of a tier one supplier, designed and launched a PMO to manage multiple finance and due diligence engagements focused on the preparation of financial carve-out statements, asset valuations, tax planning, operational divestments and finance function organizational and process improvements; included PMO roles, information management, reporting formats and frequencies
• Assisted the CIO of a tier one automotive supplier in challenging and offering alternatives to a previously proposed solution in order to create global financial reporting efficiency through: standardize finance processes across regions; the alignment of finance and IT resources; migration of the SAP finance systems toward one common global instance; and the creation of a shared service center in Europe
• For an automotive OEM, created, launched and staffed a PMO to reengineer the Finance function’s processes used in identifying and calculating forecasted and actual costs by vehicle VIN number
• As part of the global reengineering of an OEM’s customer service division, compiled and verified a series of performance metrics in the areas of customer satisfaction with dealer service and repair (cost, quality and speed), and effectiveness of parts and logistics fulfillment (right part, right place, right time); metrics were agreed with both operations and finance and used to manage the business going forward
• For an international elevator manufacturer, documented existing financial procedures prior to moving its UK head office to London and subsequently proposed finance and operations process reengineering changes
• Optimized cash management operations for UK financial services companies and public transportation (rail and bus) groups
• Reviewed a bank’s existing financial closing processes; worked with the banks finance staff to create a new “quick close “ process
• Established and ran a PMO to manage the consolidation of finance and IT initiatives during a Kitchen and Furniture manufacturer’s post-merger integration; subsequently designed and implemented processes and procedures to enable the use of MasterCard and Visa cards in each of the retail outlets: worked with MasterCard/Visa to meet security and checking requirements and to enable transmittal of electronic files to their processing center; worked with the client’s IT group in the re-programming of central legacy systems to accommodate interface, data transfer and report production; supported pilot testing and roll-out. |
