Bank of Valletta – Q4 2023

The Bank of Valletta (BoV) had a CIO in place for 13 years and he was approaching retirement. Their IT department had ossified and was not as customer and output focussed as it needed to be.

I conducted a series of discussions to understand the issues affecting IT and used this input to design a CIO role with a strong emphasis on operational and cultural change.

BoV had an original plan to identify a recruitment company to undertake the candidate attraction and shortlisting; I proposed that I undertook the candidate attraction (saving c€30,000). I helped design the selection criteria and scoring matrix, briefed all interviewers (C-level, Non-Executive Directors and a C-Level from the major IT partner company).

I undertook all the selection process (including internal candidates) through to delivering a shortlist of 5 candidates (all of whom it  was acknowledged were strong candidates) and then chaired the selection panel through interviewing and final selection. I negotiated the major elements of the package and we closed on the preferred candidate.

The CEO of BoV asked me to provide detailed feedback and career coaching to 2 of the unsuccessful internal candidates. A detailed report was submitted to the CEO on career and operational changes to enhance career opportunities and job satisfaction across the IT group.

It is planned for me to help BoV with the people issues on the ongoing IT reorganisation 

Jas P Wilson – 2019 - Now

JPW is a family owned and run forestry equipment distributor and manufacturer. They had poor margins, little corporate structure and an informality in the running of the business. The CEO was the focus for most decision -making and he had become a bottleneck for further growth.

The first step was an audit of the key management staff in the business to understand skills, limitations and scope for change. This involved individual meetings with all management and director staff.

Margins within the business were poor but the sales team had resisted price rises as they believed customers would stop buying. We introduced the first commission scheme (team based) that only paid out if products were sold at a new higher price; margins improved and sales volumes were unaffected.

The management team was made a more formal body and regular management and director meetings instituted. The management team has been coached and developed and is now meeting without the directors and progressing towards running the daily operations without detailed director input.

We designed a Chief Financial Officer role considerably upskilling from the finance staff of the past. I ran the selection and interview process and the person hired has since had a profound impact on governance, compliance, data and process across the business.

I have assisted with the transfer of the CEO role from father to son and coached both parties in adapting to new responsibilities. I am also engaged with coaching some of the management team to step into director roles (Sales, Marketing, Manufacturing) further freeing the CEO to focus outwards and on growth.

I attend all management and director meetings to keep close to operations and inform decision-making.

During the 5-year engagement profits at JPW have approximately quadrupled.

Bels English Language Schools. 2023 – Now

Bels are in a competitive industry where differentiation is difficult. I was asked to help strengthen the management team but helped transition the business to have customer centricity as the core principle.

The first step was to review the management and key staff to understand skills, culture and organisation.

I worked with the management team to improve communications, teamwork and innovation. I assisted with the selection of a key hire (Sales Director) and mentored several staff members and management. I initiated management meetings to improve communications and coordination across all areas of the business.

I introduced the concept of customer centricity in process and service design and delivered a half day training session to the majority of the company employees.

I continue to mentor the CEO and other senior members of the management team and assist with strategy and HR issues as they arise.

Sammi-Select

Sammi-Select is a software business that automates high-volume, first stage interviewing to enhance fairness and inclusivity in hiring.

I have been an executive advisor to the Founder/CEO and been intimately involved in the growth of the business. I have been particularly involved in creating the go-to-market plan and assisting with developing the marketing collateral, website and videos.

I introduced partners and commercial connections and hired extremely high calibre Non-Executive Directors to the board. I attend and contribute to strategy meetings.

I attend weekly online management meetings.