Interim Management

Managing complex, interrelated projects that are often constrained by busy resources, or skills that are not normally in the business, employing appropriate tools & governance, getting people to work together as a team, on a project or projects that reach a crescendo, on time, on budget, such as:-

• Implementing, or recovering global SAP implementations
• Managing multi-site Production Programmes
• Extracting 3 highly technical products from Design into Manufacturing 
• Reorganising the UK Supply Chain 
• Negotiating multi-million-pound contracts
• Building a new £52M building 
• Relocating 1100 employees and their equipment with minimal downtime
• Recovering from Business Continuity disasters or protecting against Y2K

Just some of John's experiences as a Programme Manager

SAP is one of the largest transformation programmes that a company will make in decades.

Implementing, or recovering global SAP implementations, (full project life cycle) on 18+ global sites for 7 global companies, as Programme / Project Manager, or Change Manager, working between the end client and the Implementation Partner, for

BAE Systems (5 UK sites)

Meggitt Sensing Systems (7 Global sites),

e2v (Implementing MII & ME),

Then starting a programme for BOMBARDIER 

that will implement SAP S/4HANA on 75 Global Manufacturing & Engineering sites using SAP's ACTIVATE methodology.

Revitalising and recovering a programme for Associated British Ports (ABP) to implement SAP Enterprise Asset Management (including Engineering Procurement, Finance and HR) and Mobile working with the latest FIORI apps into ABP's, 21 Sea Ports across the UK.

Then implementing a single SAP Finance solution into 3 VISTA JET Holdings companies operating Executive jets across the Globe with back offices in the USA, UK, and Malta. 

and recently, whilst COVID was raging, implementing S/4Hana in SAP's Public Cloud across 3 global sites for Briggs of Burton in just 7 1/2 months!

SAP is one of the largest transformation programmes that a company will make in decades

Change, whether large or small, is actually a series of several small changes with many different facets.  

The secret of a successful change programme is to think about all the facets, be prepared for them, have an action plan to address them and then embed the change robustly and securely in the organisation.  Or it could be that those changes form part of a larger programme that is transformational for the business and its people.

When you think about where you started, will you be able to say "WOW"?  

This is the WOW factor that John has achieved with his change programmes

• Change Programmes (large or small)
• SAP Programme Management / Design / Implementation / Deployment / Upgrades
• Lean, Six Sigma, Theory of Constraints, Critical Chain, JIT
• Value Stream process mapping, 5S, 
• Implementing Vendor Managed Inventory, saving 1000's of transactions
• Building a new £52M building, equipping it and relocating 1100 people into it with minimal downtime
• Moving Company Locations, RAF stations & Army bases
• Optimising Departmental / Factory Layouts
• Business Continuity (Before and After)
• Coaching, Mentoring, Training Implementation
• Reducing inventory by one third from £300m to £200m, saving £100 million. or in another company, 
• Reducing inventory by £21M, 25.3% in 11 months 
• Managing the programme to protect the business against y2k
• Negotiating with Trade Unions on Wage deals, Change Programmes and matters of Health and Safety (to the extent that we had managers and safety stewards on the same union-run training course with John as a co-facilitator).

Whilst working with you and/or your organisation, full-time or part-time, for a defined period, John coaches, mentors, and trains your people, at all levels, to ensure that the Change is embedded securely in the organisation.

John Warren is a Lean, Six Sigma qualified, Operations, General Business and Change Manager with over 45 years of operations and change management experience in both shrinking and growing business environments for 15 major, global, Blue-Chip Companies, namely: -

Briggs of Burton 

Vista (Jet) Global Holdings

Bombardier,

Defence Infrastructure Organisation,

Smiths Detection,

 e2v,

Curtiss Wright,

RigCom Access,

Lockheed Martin,

Meggitt Sensing Systems,

Finmeccanica,

BAE Systems,

Raytheon,

Siemens,

British Aerospace.

including at a Senior Manager/Board Level in 6 of these.

He has held the role of VP of Operations, Operations Director, and Manufacturing Director with responsibility for Industrial Engineering, Procurement, Manufacturing, Test and Quality from bidding through production to after-sales service. 

He has been responsible 

for facilities, Business Continuity, Environmental, Health & Safety and Ethics.

Increased Production throughput, from 25 per year to 75 per month.

John enjoys and is very capable of motivating and harnessing both people and teams to generate significant improvements in productivity and business performance.