Tim Davies

Owner and Managing Director of Blackberry Consulting. Supporting major organisations in business transformation programmes covering but not limited to:- - Acquisitions - Migration Programmes - Centralisation and decentralisation - Major contract on-boarding

• Accountable for the successful establishment of an Asset Finance provision as a completely new line of business for the company whilst in the midst of a global pandemic - Successfully delivered to extremely challenging timelines with the entire team working remotely collaborating with an offshore third party supplier • Establish and lead a change function to deliver the organisation’s strategic change roadmap • Accountable for the delivery and overall success of programme delivery delivering business outcomes within agreed timeframes, budgets, and scope / quality parameters

• Responsible for setting up operational and IT structures required to obtain a UK banking license o Banking Licence Application o Regulatory Business Plan o Corporate Governance Structure o Bank Policies, Processes and Procedures across the entire business for launch o People and Property Strategy from launch through to year 5 – including business case o Deliver a digital platform providing a market leading customer experience by collaborating with a number or third party suppliers o Creating / Incorporating a data provision to ensure that insight driven decisions can be a strength from the start o Implementation plan for launch

Harrods Bank Limited is a private personalised banking service which operates from the Harrods store in Knightsbridge. Harrods Bank was started in 1893 and caters for high-net-worth (HNW) individuals. The bank is owned by Qatar Holdings, an investment arm of the state of Qatar. • Drive the strategic Programme for the bank

OCS Group is an international family owned business focused on delivering sustainable solutions to complex facilities management issues. The business takes care of essential support services, adding value on every step of the facilities management path, enabling their clients to concentrate on delivering their core strategies. The OCS, i2Office and Cannon Hygiene brands are recognised worldwide for their in-depth knowledge and understanding, delivering specialist and innovative solutions while working to global standards of best practice • Drive the development of an Enterprise Service Solution for time and attendance. The solution Timegate from Innovise is being deployed across all Divisions encompassing o Security, Cleaning, Catering, Aviation services, Events etc o Encompassing 25,000 employees

G4S is the largest security services provider in the world, with operations in more than 125 countries across six continents. G4S Cash Services is the UK’s leading provider of integrated cash handling services. They specialise in the secure transportation and storage of cash and valuables, cash processing for businesses and a range of support services for ATM networks, having also been selected by a number of the UK’s banks to manage the processing of cash on behalf of their own banking customers. • Deliver the migration of the Tesco ATM estate the largest transacting estate in the country • Build the Project and Business Analyst team to build a significant Transformation Programme for G4S • Drive the Implementation of a tactical programme of work for 2015 to deliver over £30M of business efficiencies

G4S is the largest security services provider in the world, with operations in more than 125 countries across six continents. G4S Cash Services is the UK’s leading provider of integrated cash handling services. They specialise in the secure transportation and storage of cash and valuables, cash processing for businesses and a range of support services for ATM networks, having also been selected by a number of the UK’s banks to manage the processing of cash on behalf of their own banking customers. • Implement a robust Programme and Project Management Governance structure • Deliver the migration of the Tesco ATM (£40M Revenue) estate the largest transacting estate in the country • Build the Project and Business Analyst team to build a significant Transformation Programme for G4S • Drive the Implementation of a tactical programme of work for 2015 to deliver over £30M of business efficiencies

About Practicus Where Strategy ends, Practicus begins. Practicus specialises in the practical delivery of business and technology change. We work with organisations to deliver their change initiatives. Founded in 2004, Practicus is a growing business with offices in the UK, Middle East and Asia Pacific. Practicus calls itself the outcome delivery partner because it is totally focussed on delivering and embedding change that is sustainable. We are so confident in our ability to successfully deliver to budget, on time and to the required quality that we are prepared to align our reward to achieving the outcomes you seek from change. 

 About our Practitioners Practitioners at Practicus are aligned to the completion of the milestones set and agreed with our clients to ensure the delivery of sustainable outcomes. This Community is responsible for the successful delivery of our client’s change activity, and is made up of skilled experts that enable a business to achieve and deliver their strategic objectives. The Practicus Community is made up of Practitioners and Subject Matter Experts who hold years of experience across numerous industries and have all played critical roles in influencing Business and Technology Change. Each Community member is inducted in the Practicus Methodology and has values aligned to those at the heart of our business.

• Implement a robust Programme and Project Management Governance structure • Drive the Implementation of Three major commercial contracts with Major Financial Institutions delivering significant increase in Revenues • Deliver the Migration of the Lloyds Banking Group Cash Centre Edinburgh to G4S • Deliver the Migration of the MoneyCorp Cash Centre to G4S • Managed the Innovation Programme of work within G4S focusing on Revenue improvements and costs reductions across the business

Bupa Home Healthcare is an operating subsidiary of Bupa (£7.5bn revenue, employing 50,000 people) providing nationwide specialist healthcare services to patients in the comfort of their own home or in their local community across a wide range of therapies. Project Manager Supply Chain (Contract) • Drive the review and validate the business case to outsource all warehousing and logistics • Carryout a detailed RFP for the Invitation to tender process. • Define the roadmap for change for the Supply chain within BHH • Project Manage the scoping of the New Pharmacy application including:- o Dispensing o Prescription Management o Procurement o Warehouse Management • Implementation of the HPN Framework for the business the largest single commercial contract for BHH with the NHS o Business Change and Design to standardise a business process for HPN Patients o Technical Design in conjunction with 3rd Party IT vendors o In compliance with General Pharmaceutical Counsel guidelines

Driving a very challenging change agenda, supporting the Board with an ongoing programme of organisational change management. The focus being business wide encompassing all aspects, whilst building and developing a change support capability within Securitas, skilled in different ways of working, that can be successfully deployed internally and within all business units in the delivery of change and realisation of benefits. • Driving a very challenging transformation agenda, supporting the Board with an ongoing programme of organisational change management & Shared Service Centre Implementation • Orchestrated to the road map of change of across the business for the next 2 years; developing a road map of Projects across the business detailing concurrent and sequential activity for delivery. o Defined the IT project structure governing the delivery of projects on time, tested and to budget overseeing a team of c.12 IT and PM professionals as well as 3rd Party Vendors o Headed the programme of organisation restructuring to 4 distinct areas co-ordinating activity across 10 Directors/Senior Managers o Coached and built Project Management and Change architecture for the business from the Board down through the Directors and Senior Management teams c.32 delivering Tools, templates and methodology, change control, quality assurance o Continued ownership of Process improvement for the Shared Service Centre Assumed Programme management for the Integration of Reliance Security Services Ltd & Chubb Security Personnel following the £43M & £31M Acquisition by Securitas. o Controlled and delivered the £6M & £4M budget for the integration activity across 9 work streams encompassing but not limited too:-  HR Decentralisation for the 3 entities to the field  Operational De-centralisation to a branch structure across the country  Property portfolio rationalisation from 96 properties to 52 saving in excess of £2M

• Programme Managing a number of improvement plans within the business in just 4 months delivering o Operational Re-structuring from 28 regional branches to 4 defined areas o Improved Margin across the business thereby enabling an increase in profits from a budgeted £3K to £2.5M @ December 2010 o Defined a Procurement strategy o Standardise and re-engineered Business Process within the Shared Services Centre for Operations, HR and Finance o Implemented IT improvements in Manned Guarding planning, Payroll, HR, Operations and Invoicing

• Secured a £15M increase in revenues following the successful implementation of the largest single commercial project with Tesco to Wolseley UK in 2008/09 in just five weeks • Drove European Operating Company Procurement & Inventory projects delivering over 15% (c. £170M of £1.1Bn) reduction on Inventory across Europe • Delivered a 22% improvement in supplier delivery performance by identify corrective action taken through o Undertake value analysis; o Maintain awareness of market trends, o Processes development • Achieved significant improvement in Wolseley’s Europe by leading the development and implementation of the European Procurement & Inventory Strategy transforming o Inventory efficiency – reduced value by c. 15% o Quality – reduced the 90 days to 180 days and 180+ inventory by 30% in the measured operating companies o Product availability – less than 90% to 94% on average o Fill rates - 91% to in excess of 98% consistently • Project Managed a number of improvement plans within the OpCo’s to roll out an effective implementation in order to fulfil the business objectives influenced by o Assess each OpCo’s procurement & inventory processes o Drawing upon previous experiences, to assimilate, combine and create world class best practice processes, standards and inventory management techniques

•• Drove improvements in the end-to-end Service Supply chain via:- o Linking processes and common supply chain tools across the worldwide regions. o Manage and maintain visibility of the Service Supply Chain. o Define the spares supply and repair strategy for the Cash System Division. • Managed the service spares stock held in 23 regions across different countries delivering a 30% reduction (£10M). o Delivery of an S&OP process to the business • Delivered continual Business improvements and cost reductions for 2005/06 via o European and North American Freight Agreements o Implementing World Class Service Spare Parts Planning Software o Driving a standard Business Model through a Global System architecture o Consolidation of Repair to single site for De La Rue Product • Internal Innovation Award Winner for Adding Value 2004 o Implemented best practice supply chain processes, system development, supplier development, strategic planning of cost reduction programme and working cross-functionally with other areas of the business. o Managed to influence and drive collaboration at senior levels across both the Operational and Commercial divisions underpinning these achievements. • Internal Innovation Award Winner for Cost Effectiveness 2003 o Developed and drove the implementation of a world class, common integrated approach of managing demand across the world. • Delivered numerous improvement projects across a worldwide supply chain positively impacting on o Maximising stock availability o Customer Service o Procurement spend o Supplier Performance o Obsolescence • Maximised the team performance across 23 Regional Logistics/Purchasing Managers within a multicultural environment by o Strong planning, initiative, man management and leadership skills o First class interpersonal and relationship management o Excellent commercial awareness with clear customer focus both internal and external.

• A new role that required clear strong management focus, with the determination and the ability to deliver key objectives. • Attained a detailed and clear understanding of the end-to-end service spares supply chain to drive improvements directing key projects concentrating on o Inventory o Planning o Purchasing and Procurement o Repair Centre’s o Warehousing o Accurate reporting of stock • Maximising the key business performance measures, ensuring the linking processes and common supply chain tools across the worldwide service regions, deliver:- o Customer Service level o Stock holding levels o Inventory Provision • Promoted the service Supply Chain by working closely with manufacturing to ensure o Improved lead-times o Stocking levels o Overall delivery performance to the customer both internal and external o Outlining Key performance indicators to effectively measure the supply chain. • Integrated successfully £11.4M of spares stock from acquisitions seamlessly into the existing service spares supply chain. o Organised a number of inventory analysis as part of the due diligence exercises relating to Spares stock prior to acquisitions. o Communicated effectively report both written and verbally on all results. • Maintained ownership for the UK Purchasing and Logistics operation to affect the smooth transition to the outsourced Logistics provider whilst bedding in the new team.

• Managed the UK Operation as an autonomous operating company within a profitable and growing Plc, to retain and build on its position as the world’s leader in its sector. • Delivered business improvements via o Negotiated improved terms and prices with suppliers to ensure the correct volume of spares are purchased and distributed to meet customer demand o Drove the out sourcing programme for UK warehousing o Re-designed the UK Supply Network to meet the customer demands • Formulated new business implementation strategies and to manage new business during the first months after implementation. • This is accomplished by consistently managing the best possible performance in o Quality o Innovation o Value o Service • Strong man management skills developed a department of 14 for all aspects o Human Resource issues o Motivation, Training and development o Budgets, ensuring all targets are achieved • Earned promotion by delivering and displaying the attributes needed for this position, o Highly analytical skills o Constantly commercially aware o Proven ability to communicate effectively at all levels, both written and spoken. o Inspired an innovative and imaginative approach to problem solving.

1996-1998 Head Office, London - Logistics Controller • Deliver and Maintain good availability and freshness of stock throughout the whole supply chain from supplier to customer baskets. • Determining stock quantities from suppliers, forecasting, placing orders and negotiating. • Controlling short life produce via o Maximising Customer Availability o Operating a just in time system o Optimising stock levels o Controlling vital company capital is not tied up in dead stock and warehouse space. • Achieved by accurate forecasting, reducing lead times from suppliers and depots to stores, minimising stock losses and overstocked lines, liaising with suppliers and internal departments. 1995-96 Basingstoke, Hampshire - Deputy Manager 1992-95 Bracknell, Berkshire - Provisions Manager 1992-92 Basingstoke, Hampshire - Provisions Manager 1989-92 Various Locations - Trainee Manager • Directing the activities of 30 staff via a 3 strong junior management team delivering:- o Department Profitability (ensuring the achievement of sales, cost, reduction and disposal targets), o Staff organisation, motivation, training, development, and appraisals. o Stock Control, availability and ordering. o Health, hygiene and other legal requirements. o Presentations and store displays, development and implementation of new systems