Etimos - Profile

• Operates with a high level of integrity in variety of cultural situations.
  
  
• A team player who takes a collaborative approach to working with people.
  
  
• An articulate communicator using both formal presentations and the written word.
  
  

Risk Management Processes, Tools & Techniques

• Subject matter expert on risk management. Assessed new developments in risk and knowledge management and devised strategy to deploy them effectively across Rolls-Royce globally.
  
  
• Developed a risk maturity model and associated metrics. Assessed the health of the risk process within project or businesses, recommended improvements and demonstrated tangible benefits of risk management.
  
  
• Developed the concept of a risk knowledge base, including a categorisation structure. An effective risk knowledge base helps prevent repetition of past mistakes and provides access to assessment and treatment strategies that are proven to work.
  
  
• Drove through the evaluation and approval of deployment of the Active Risk Manager (ARM) software and led the programme to configure and deploy the first wave of the software. Involved supplier management, requirements definition, scheme approval and design of training and support.
  
  
• Delivered conceptual designs to apply ARM to a variety of risk-related applications, including Business Continuity and Insurance. This identified several opportunities to reduce costs.

Project & Business Change Management

• Led a major company-wide change programme in Risk Management, improving levels of compliance, consistency and engagement of staff.
  
  
• Recently obtained an MSc in Project Management, winning the course prize for best dissertation.
  
  
• Launched the 'One Plan' approach, based on Hoshin Kanri principles, in an operating division. Hoshin Kanri is a process of deploying meaningful objectives throughout an organisation, aimed at delivering its overall goals. In this case the overall goal was to deliver an £18m improvement in performance. This objective was further supported by the implementation of Integrated Programme Management (IPM), which improved the delivery of committed improvement activity, particularly in areas that were unaccustomed to project management principles.
  
  
• Used programme management principles when implementing ARM & IPM, including Work Breakdown Structure design, earned value reporting, requirements management & project reviews.
  
  
• Chaired the EXMAR club, made up of 10 major British companies plus participation from the UK government and three consultancy suppliers. Overcame several serious problems with funding and suppliers to enable the development of a prototype expert system to support marketing planning.
  
  
• Pioneered the use of Visual Interactive Modelling in Rolls-Royce to improve the design, evaluation and effectiveness of proposed investment in manufacturing cells based on the use of new technology.
  
  
• Introduced new sub- contracting and agency arrangements to handle an increase in engineering workload without a corresponding increase in permanent headcount.

Strategic Planning

• Managed the production of a Business Unit's inputs to the company's strategic plan, which were aimed at achieving a doubling of market share over 5 years.
  
  
• Produced a joint forecast of the China 100-seat airliner market with representatives of the Chinese aviation industry.
  
  
• Delivered accurate market forecasts of a downturn, counter to the prevailing mood of optimism in the company and its customers. The company prepared for the consequences and enhanced its reputation with major aircraft manufacturers when the forecast was demonstrated to be accurate.