Why call Nigel for a gratis ‘Head-Start’?

Nigel has over 30 years of outsourcing experience dating back to the mid-1980s. While very hands-on, his analytical and multidisciplinary background - honed with a PhD at Manchester University - has informed his actions in this complex environment. He has been a regular figure at international outsourcing conferences as a presenter and chairperson. Nigel still retains an active interest in this field despite being retired. So, whether you’re a student writing an essay, a young executive facing a challenge, or a fully-fledged board member pondering an organisational change, your queries will be equally welcome.
Seek free advice when considering your Outsource options in possibly one of these contexts:

Shaping sourcing strategies;
Running multiple outsource contracts;
Reshaping your company;
Stimulating entrepreneurial development in emerging economies;
Customer-supplier relationship issues; or
Contract difficulties and commercial disputes.

Benefit from a Sheer Breadth and Depth of Experience:

By 2004 Nigel already had the professional stature to:

Credibly represent the outsourcing industry at a Government Select Committee;
Create and articulate the case for outsourcing’s pivotal importance in the Knowledge Driven Economy;
Draw on over 15 years of hands-on Business Technology (incl. Call Centres) experience; and
Become increasingly involved in the rapidly evolving BPO sector.

Visual for this slide ->Published Select Committee report of submissions and questions;

Published Select Committee report of submissions and questions:

on-boarding ...

... 600 BT service staff as the TUPE element of a Xansa (Service Provider) Finance & Accounting BPO:

Delivering enhanced service to BT and O2 (Previously BT Cellnet);
Coping with the very personal issues involved in significant organisational change;
Actualising the envisaged KPI and Volumetric regime; and
Providing service quality and control though the enforcement of these metrics.

Visual for this slide ->A question on TUPE

A question on TUPE

Chaired ...

... the O2/Xansa Change Control Board at a relationship-critical juncture:

Taking full responsibility for commercial negotiations, contractual issues, cost management and income realisation;
Managing the change in business needs arising from the migration of BT Cellnet to O2;
Steering through a commercial impasse by establishing a regime of trust and transparency; and
Easing the transfer of O2‘s business into Telefonica’s ownership.

Visual for this slide ->Board-level buy-in and direction

Board-level buy-in and direction

Headed-up ...

... the delivery and quality assurance of 3rd Party Business Services to Northern Rock’s ‘Bad Bank’ post the collapse of its business:

As one of a handful of ‘assigned staff ‘managing £60bn of assets Nigel had high HMG visibility;
Assuming full responsibility for delivering and subsequently managing all standard Corporate Support Services (see next Visual);
Managing the delivery of more specialised services such as Mortgage Arrears, Banking Risk Controls, Treasury Provision, and PPI Handling;
Running, reviewing and sharpening the quality of KPI and Volumetric measures, injecting customer focus, all under the aegis of the Financial Services Regulator (FSA); and
Actively assisting HMG in the merging of this ‘Bad Bank’ into another that was subject to Government rescue (Bradford and Bingley).

Visual for this slide ->Ordinary range of outsourcible processes

Ordinary range of outsourcible processes

Reviewing ...

... his extensive experience with Xansa, Accenture, HMG, and Offshore engagements with entrepreneurs in Mumbai, Chennai, and Manila, Nigel concludes that:

Access to specific expert resources in India, Philippines, China, and Eastern Europe can enhance BPO service quality in ways not achievable in the UK alone:
Delivering speed of resolution of technical/service issues through 24x7 offshore support;
Providing global access to cultural, technical or infrastructural expertise unavailable on-shore;
Revisiting Business Processes as part of a BPO allows the service deliverables to be refreshed and re-cast as well as potentially impacting the personnel delivering them;
Reviewing processes strategically can lead to a a business reconfiguration, potentially involving the absorbing of new or hiving-off of old subsidiaries;
Reimagining a company in this way may lead to the creation of a totally new business, which only retains control of Strategy, Innovation, Process Architecture, and Service Provider Management; all other processes being outsourced to facilitate rapid market entrance and business scale-up.

Visual for this slide ->Opportunities to craft competitive advantage

Opportunities to craft competitive advantage