PROJECTS

MANAGING A COMPANY-WIDE TRANSFORMATION AND OPERATIONAL IMPROVEMENT PROGRAMME
 

Large company-wide programmes always require proper coordination and management. I have recently managed a major £50m, 3-year transformation and operational improvement programme covering all PMO activities: master planning, financial targets, PM's oversight, KPIs identification and monitoring, benefits assessment, change and risk log management, monthly Board updates, alignment with Finance (budget and long-term plan)

MINIMIZING LOSSES FROM TARIFF PLAN MIGRATIONS
 

In the mobile industry is increasingly important to maintain the existing customer base and reduce as much as possible migrations to less expensive tariff plans. I have helped putting in place a number of measure to address these "down-migrations", including changing the commissions scheme for telesales, customer care and indirect channels, devising new below-the-line offers for high-value customers and keeping the number of discounts under control.

OPTIMISING THE RETAIL NETWORK
 

Following the acquisition of a retail chain, it was necessary to identify specific measures for each individual store, including maintaining, closing, re-branding, merging, specialise. I have conducted the analysis in line with the company's retail strategy, and with the full inclusion of all sales and footfall data, own and competitors' stores geo-referenced location and population served.

UNDERSTANDING TELESALES PARTNERS

 

Due to a significant lack of data about our Telesales partner own costs, I developed a detailed business plans to understand their real profitability and to use the data for better negotiation of contract agreements. The business plan included all different types of telesales (inbound, outbound) and customised costs based on location and types of campaigns run. The key performance indicators (AHT, FCR) were identified using internal and external benchmarks

MONITORING SHOP PROFITABILITY
 

This projects consisted in the creation of a monthly comprehensive shop profitability report, drawing data from disparate sources and presenting in a management-friendly manner. Performance were compared across shops, down to EBITDA level, and with the appropriate detail by activity (acquisition, retention) and geographic region

ASSESSING NETWORK SITES PROFITABILITY
 

An innovative analysis of the profitability of each individual network site (BTS). This analysis included the real traffic originated/terminated on the site with a specifically-designed methodology to allocate revenues. On the cost side, both operating costs and depreciation based on actual installed equipment have been taken into account. The results of the analysis have been combined with the coverage footprint to identify sites suitable for shut down or down/upgrading

BUSINESS PLANNING
 

A fundamental exercise need in multiple occasions: during the budgeting cycle, to asses a business opportunity, to evaluate an acquisition target, or simply to justify an investment. I have developed several business plans for different business initiatives, including market assessment, full P&L projects, capex requirements, cash flow, financial evaluation and sensitivity analysis. The projects also included full Excel model and accompanying executive presentation

REDESIGNING COMMISSIONS AND INCENTIVE SCHEMES
 

What sales agents, shop employees or customer service representatives do is largely driven by how their incentive and commissions schemes are drawn. I figured out that in more than one case focus on "volume" of sales or retentions was not necessary linked to "value", i.e., the cost of retaining a customer was higher than the revenues they brought. Through accurate re-design, both volumes and value targets have been achieved

LAUNCHING A NEW PRODUCT
 

Launching a new product requires extensive and appropriate project management. I have covered the PM role in more occasions for making sure all necessary pieces were in place at the moment of the launch - this included regulatory aspects, training (retail and customer service), legal (contracts with indirect channel, customer contracts), product marketing, technical implementation, and of course business planning and monitoring of achieved benefits

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