Transformation & Operations Improvement Leader

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Transformation & Operations Improvement Leader
Location Confidential
No preference
Willing to Relocate
$200,000 to $400,000

Resume Summary
Successful transformation services leader, who has sold and delivered realizable value through transformation, process reengineering, operational improvements, supply chain optimization and strategy development in the US and Europe. Developed and grown significant international and domestic client relationships and services practices.



As a senior consulting leader, he has been successful in building client relationships and in growing revenues globally for a number of years. He has worked extensively with C-level executives and their teams to help them transform their businesses and deliver improvements across the value chain, often while introducing organizational change and skills enhancements.

A strong believer in the creativity and entrepreneurial behaviour people bring to their assignments when challenged to go that extra mile in the pursuit of excellence. By providing a vision for success and hands-on support and mentoring in execution, he has repeatedly experienced first-hand the positive impact of high-performing, collaborative consulting and client teams working together across multiple functions and regions to achieve their objectives.

For the past 20 years his experience has been in the Automotive and Heavy Equipment sectors, with major OEMs and suppliers. In earlier years he worked in Aerospace and Defence, Energy and Utilities, Food and Beverage (manufacturing and retailing), Leisure and Hospitality, Financial Services and the UK Public Sector and Health Service. Archie has a particular interest in customer experience improvement and in aftermarket parts and service delivery.

Specialties include:
" Strategic and business planning at the board level; executive coaching and mentoring
" Executing transformation initiatives to achieve a winners profile and supporting metrics
" Supply chain optimization and supplier improvements
" Process reengineering, performance improvement, cost reduction, and organization redesign
" Due diligence and post-merger integration
" Application of technology in support of process reengineering

He holds a BS in Business Administration and an MBA from the University of Missouri-Columbia and is a UK Chartered Accountant.


CGN GLOBAL, Detroit, MI 2009 - Present
Industrial Manufacturing Partner and Global Automotive Leader

Working with CGN Global as a member of the leadership team to: develop relationships in the market; provide leadership and mentoring on major engagements; and launch an automotive practice with the regional teams in NA, Europe, China and India. Key focus areas include business transformation, supply chain and supplier performance improvement, demand visibility, capacity management and B2C revenue enhancements through social media and data analytics.

Representative engagement work has included setting up a US presence for a Chinese castings manufacturer; transformation of an engine manufacturers business in the UK, China and Brazil; use of analytics to advise an independent US aftermarket parts distributor on its distribution network; and a supply chain and supplier transformation initiative for a heavy equipment manufacturers European operations.

CONFIDENTIAL LLC, Detroit, Boston, Chicago, Belgium, China, France, India and UK
2008 - Present

Worked with Management Engineers US LLC (now Booz & Co) based in Boston, to identify client and services opportunities and to develop their consulting business. Provided client executive level introductions; supported the sale and delivery of operations improvement assignments; conducted engagement oversight, quality assurance and client satisfaction reviews; supported the creation of new service offerings. Focused on services in the manufacturing & engineering, automotive, and renewable energy sectors, and on private equity firms investing in those sectors.

Supported the development and introduction of NorthPoint Software and Services LLCs asset-based assessment tools (risk management, realizable revenue, and productivity improvement) to professional services firms and selected Fortune 500 companies. Focused on the realizable revenue and productivity suites.

Currently working with CGN Global as outlined above.

KPMG LLP US, Detroit, MI 2006 - 2008
Managing Director  Business Performance Services Leadership Team

Member of the automotive industry leadership team providing solutions and business development 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 the global client lead partner for a major automotive OEM; developed and served a number of key manufacturing target accounts:

" Co-developed KPMGs NA automotive industry strategy for a 5 year period
" Led the global client services team for a major automotive OEM; coordinated and implemented client account initiatives, metrics and communications across the world; developed and delivered Advisory, Transaction and Tax services
" Served as international concurring partner for a significant vendor due diligence review conducted on behalf of an OEM prior to the clients disposal of the two luxury vehicle brands
" Supported proposals to tier one suppliers for co-sourced Internal Audit services with operational, benchmarking and performance improvement content
" Created tax-effective sourcing and supply chain and operations solutions; delivered proposals for advisory services to automotive and manufacturing tier one suppliers; sold and led supply chain and operations engagements.

CAPGEMINI US LLP, Detroit, MI 2000 - 2005
Vice President  Americas SAP Supply Chain Leader (2004-2005)

North America's SAP Supply Chain leader responsible for re-establishing the practice and preparing 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 consulting growth in the SAP Supply Chain practice.

Partner & Vice President  Global Account Executive (2000-2003)

Led the firms global client service accounts for a major OEM and its parts manufacturing business (as it was being spun off) and for the European operations of an automotive B2B electronic sourcing and procurement exchange (funded by a coalition of global OEMs). Developed client relationships across the Americas and Europe; sold and led major engagements; optimized and measured client satisfaction and held responsibility for the partners, staff and P&L across all these accounts:

" Between 2000 and 2003, developed this client grouping to became one of the firms 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 centre 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, Detroit, MI 1996 - 2000
Partner  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, Finance and Purchasing:

" Sold and directed a series of programs to improve Customer Service Divisions service parts supply chain performance across its brands
" Developed the European client services business across all the clients brands 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 OEMs application of e-commerce to vehicle sales and service
" Led a tour of the clients 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, Manchester & London (UK) & Detroit (US) 1990 - 1996
Executive Consultant - Regional Performance Improvement Group Leader

Regional performance improvement and cost reduction group leader responsible for growing our team and book of business and for delivering key engagements:

" 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 OEMs UK launch of its internal Process Leadership teams
" With the OEMs 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, service parts performance metrics, financial metrics and global organization structure.

ARTHUR YOUNG MCS / ERNST & YOUNG LLP UK, Manchester & London 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 defence, manufacturing, retailing and public sectors
" Assigned to the firm's national strategy team in London to support the build-out and deployment of our strategy offer in the UK
" Sold and led a number of strategic and business planning initiatives with CEOs and boards of directors for UK and US owned manufacturing, retailing and services clients.


RSM Robson Rhodes LLP UK (now Grant Thornton) - Public Sector Engagement Leader: led public sector audits and risk management reviews and conducted audits and performance improvement work for charitable, housing associations and other not-for-profit entities; led Value for Money (VFM) effectiveness and efficiency studies on behalf of the UK Audit Commission in government-owned entities prior to privatization, and in the National Health Service. Developed and launched an approach to VFM audits: wrote, produced and introduced the firms VFM handbook and documentation. Wrote the firms point of view on the role of commercial audit in the National Health Service and presented to the UK Department of Health and Social Security.

Price Waterhouse & Co. Chartered Accountants (now PwC) 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: Designed and executed internal consulting projects for the local board in the commercial, procurement, materials management, product design, IT and production functions. Seconded to the companys internal audit team.


MBA (Beta Gamma Sigma)
University of Missouri, Columbia, Missouri

BS Business Administration
University of Missouri, Columbia, Missouri


Chartered Accountant (ACA)  Member of the
Institute of Chartered Accountants in England & Wales

Licensed Realtor in the State of Michigan

Previously served on the Board of Trustees, Kirk in the Hills Presbyterian Church; Chairman of the Committee to Prepare the Budget; Member of the Investment Committee and Strategy Committee

Attachment - Representative Projects

Supply Chain and Operations
" Co-led the year-long business transformation of a heavy equipment OEMs engine manufacturer in the UK. Scope included supply chain, purchasing, product development, marketing & sales, manufacturing footprint and financial performance
" For a global heavy equipment manufacturers European operations, led an inbound supply chain transformation team in France and Belgium focused on a Plan for Every Part (PFEP), reduction of supply chain response times, and optimization of the total cost of ownership. Led a separate team working with troubled suppliers to improve delivery and reduce quality problems and waste
" Led a series of improvements to an automotive OEMs service parts 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 OEMs 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 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 the European operations of a global B2B parts and commodities electronic exchange (jointly funded by a coalition of major automotive OEMs), 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 OEMs CIO with inputs to the companys IT strategies and options for improving productivity and processes in North America, Europe and offshore facilities
" For an international marine engine manufacturer, evaluated and recommended a portfolio of freight cost reduction, scheduling and supply chain improvements in support of the clients need to reduce its cost base
" Improved transportation, logistics and vehicle maintenance arrangements for clients in brewing, general manufacturing and bus and coach operations
" Evaluated and redesigned packaging and food product recipes for a supermarket chain; evaluated manufacturing operations at one of the clients 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
" On behalf of the UK Audit Commission, ran Value for Money effectiveness and efficiency reviews in government-owned entities prior to privatization and in the National Health Service. Focus areas included sourcing and procurement, administrative procedures, revenue creation and asset management

Customer Management
" Led a strategic review for a US independent automotive aftermarket parts distributor. The focus was on potential changes to the wholesaler network, supported by data analytics, in order to provide better service to the customer (independent garages) and to capture a bigger share of market
" Led the global reengineering of an automotive OEMs 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

" Researched consumer behaviour 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 manufacturers joint venture company and optimized existing call centre costs and performance in the clients UK and US centres
" Carried out a joint evaluation of an automotive OEMs 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
" 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
" 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 and Infrastructure Performance Improvements
" Established a new business entity in the US on behalf of a Chinese manufacturer of castings and components; set up a supporting office and professional infrastructure; and recruited an engineering leader for the US
" For an automotive OEM, created, launched and staffed a PMO to reengineer the Finance functions processes used in identifying and calculating forecasted and actual costs by vehicle VIN number
" As part of the global reengineering of an OEMs 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 fulfilment (right part, right place, right time). Metrics were agreed with both operations and finance and used to manage the business going forward
" 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 the following: standardized 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 centre in Europe
" For an international elevator and escalator 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 a number of UK financial services companies (banks and building societies) and public transportation groups (rail and bus)
" Reviewed a banks 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 manufacturers 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 centre; worked with the clients IT group in the re-programming of central legacy systems to accommodate interface, data transfer and report production; supported pilot testing and roll-out.

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