Our People - Jamesford Management Consultants Ltd

Paul Foord

Paul specialises in the development of customer focused business strategies, planning and the management of change.

He is a founder member of Jamesford Consulting. His previous career includes consulting roles for PricewaterhouseCoopers and Gemini and working in industry in the capacity of CFO, COO and CEO for various FTSE listed companies.

In his consultancy career he has undertaken a number of business strategy development and implementation assignments for companies, including:- British Gas, Sears, Scottish Nuclear, BNFL, British Shoe, Morgan Sindall, BP, London & Edinburgh Trust, Colonial Life, Britannic Life, Eurobell, Telecential/Comtel etc.

He has a degree in Business Finance & Economics and an MBA from Cranfield. In addition to which he is a Chartered Accountant, a member of the Institute of Personnel Management and of the Chartered Institute of Marketing.

Geoff Dodds

Geoff is a brand and marketing consultant and coach, specialising in helping service organisations optimise their competitive position.  In addition to his consulting experience, he has worked in senior brand and marketing roles in consumer goods, retailing and professional/financial services.  His early career was at GSK, managing consumer brands and in retailing as a Marketing Director with Dixons Stores Group (DSG) and others. 

As a consultant with PwC, he managed marketing and strategy projects in both the private and public sectors.  Most recently, he was Head of Brand at Lloyd’s of London and Global Brand Director at PwC Consulting. His recent work as an independent consultant has spanned service organisations in a number of sectors, including – legal, consulting, property, insurance, leasing, healthcare, nuclear, further education.

His experience of reviewing and restructuring brand/marketing functions has included:

• Setting up and managing the EMEA and global marketing functions for PwC Consulting, including a fundamental review and restructure of the global marketing function after the PW/Coopers merger
• Designing, recruiting and managing a new team for out of town retailing at Dixons Stores Group
• Reviewing, restructuring and managing the Corporate marketing team at Linklaters, the leading  magic circle law firm
• Establishing and leading a new global brand/marketing team at Lloyd’s of London

In most cases, especially in professional services, this work has involved managing the complexities of marketing in a matrix structure, where power and influence are shared across multiple groups – territories, sectors and practice areas.
Geoff has always had close relationships and rapport with the sales/business development functions and managed the UK consumer field sales force while at GSK.  He has also worked in a franchise organisation (KFC GB) and understands the particular issues involved in the management of brand in a franchise environment. 

Geoff has an MA in Oriental Studies from Churchill College, Cambridge.  He is also a qualified business and personal performance coach.

Adrian Martorana

Adrian is a Branding Marketing and Communications specialist with a track record of building strong brands internationally with blue chip companies such as Jaguar, Duracell, Visa, Citibank and Fortis. Adrian is highly experienced in working across complex/changing organisations. He has a history of developing strong marketing teams by creating an environment where Marketing/|Communications is respected and valued both internally and externally, driving excellence through marketing discipline and a return on investment focus.

Most recently, he headed Global Branding & Communications at Fortis where he was responsible for Brand & Marketing Strategy, PR and Communications, creating a new Marketing & Communications department  and driving both Internal and External branding. Adrian left Fortis in 2009 and is now provides Branding, Marketing and Communications expertise as a senior member of the Jamesford team.

Recent assignments include:-

• As GM/CMO of Global Branding & Communications at Fortis, established new global marketing/branding and communications department with 85 people and revised governance and interaction model. Introduced new marketing policies and increased effectiveness by focus on marketing ROI.
• Working on a consultancy basis, re-engineered Visa CEMEA marketing department to meet new strategic needs via new procedures, processes and governance model as regards partnering with business lines. Introduced 18 month planning process, and methodologies for creative and media excellence.  New creative during this period received Bronze Award for outdoor at Cannes Advertising Festival in 2006.
• Recent M & A experience, developing the Communication organisation and strategy in support of the ABN AMRO acquisition as well as transition and integration plans.
• At Citibank established new Regional Marketing Department to support varied and diverse region with a strong global brand and implemented strict marketing planning and approval processes combined with post campaign evaluation. Use of metrics to justify programmes & demonstrate success on hard tangibles as well as ‘softer’ measures. Introduced new media disciplines, improving skills and efficiency (led to c. 10% efficiency on spend.) Leveraged best practices, transferring success regionally to maximise efficiency and reducing wastage
• Key member of Gillette Global media review in 2002 leading to appointment of new agency- (+ 15% efficiency for Gillette on $400 million budget) .
• As Director of Global Brand Development at Duracell introduced new product and brand strategy worldwide as well as new zonal packjaging and  initiatives to drive retail experience via enhanced merchandising.
• At Duracell, established a centralised Consumer and Trade marketing team across Europe following a detailed re-engineering programme. Pan-European promotional reduced promotional costs by $1.5 million). Introduced standardized policies and procedures for creative, media and promotions. Duracell advertising consistently scored highly in Millward Brown Link tests.
• Established pan-regional marketing department a plan development for Duracell in Germany, Austria, Benelux, Switzerland and E. Europe. Introduction of Trade Marketing & Merchandising with new metrics based approach to marketing.

Adrian has a B.A. Honours degree in International Marketing & French from the University of Greenwich. He is fluent in Italian, French, German and English. Adrian will also be a judge at the 2010 European Effie Advertising Awards

Kay Baldwin-Evans

Kay’s expertise lies in designing and delivering strategic marketing and communications programmes.  She started her career in the FMCG/Retail sector, holding various product marketing roles in Trebor Bassett, ASDA and Tesco. In 1993 she moved to Accenture to lead the marketing and communications team responsible for the launch of Accenture’s outsourcing practice. Once the practice was established, Kay was responsible for managing the internal communications to client staff who transferred to Accenture as part of an outsourcing contract.  Kay then completed a short term contract as Head of Marketing and Communications for the BBC’s Training and Development function.  Following this, she joined the senior management team of the global e-learning company, SkillSoft, as the EMEA Marketing and Communications Director. In 2008, Kay moved into consulting and has completed a number of marketing and communications assignments, including, most recently, a major assignment with a health sector organisation.  

Kay’s experience has been focused on creating and delivering marketing and communications programmes that have a significant impact both internally and externally within an organisation.  For example:

• Design and delivery of a strategic MarComms programme for a health sector organisation, including re-branding, creating one clear and recognisable brand, with a strong visual identity, consistent messages and a compelling story.
• Creation of effective stakeholder engagement and management strategies with complex stakeholder groups (including Department of Health) for a health sector organisation.
• Design and implementation of a strategic marketing plan to grow a technology business, including building a recognised and respected brand.
• Creation of a highly successful PR programme for senior level recruitment organisation, resulting in coverage in the press, radio, TV and on-line.
• Development of a framework for effective internal communications - used numerous organisation including a healthcare organisation, utility company, retail organisation, and professional services firm. 
• Helping a UK subsidiary of a US education and training firm to tailor American marketing and communications programmes so that they can be effectively used in the UK market.

Kay is a graduate of the University of Swansea.

Brian McEvoy

Brian is an expert in Organisation and Change. The first half of his career was in HR management, from personnel officer in a Ford plant to HR director of a UK organisation and an overseas corporation. The second half has been in consulting - with PA, Touche Ross, IBM Global services, Atos Origin and independently before joining Jamesford. He works on re-structuring, developing and re-focussing organisations, and on improving performance and relationships in public and private sectors. He provides change management advice and support to complex change programmes maintaining a practical balance between the needs of the organisation, the customers and the people.

The following is a small sample of his projects:

• Developed a merger strategy for two previously competing retail organisations. Developed a new service culture using re-defined vision, values and behaviours, and enhanced personal accountability for outcomes and for managing people.
• Engaged customers, employees, and managers in assessment of reasons for poor delivery, customer dissatisfaction, low morale, and bad results. Developed new customer-centric organisation, and improved management of end-to-end processes.
• Designed process to reduce lead time for new products from four years to two years by encouraging enabling teams and functions to work constructively together in parallel, rather than sequentially and sometimes competitively.
• Helped Chief Executive engage whole management group (200 people) in a re-think of how organisation needed to work in order to achieve its goals in a reduced market and changed international environment. (Purpose, vision, goals, values and management behaviour. Facilitation of workshops of up to 200 people at a time.
• Assessed reasons for apathy amongst workforce. Designed way to communicate new business strategy of a global engineering company to the whole workforce in a manner that stimulated the involvement of everyone in making it happen.
• Introduced internal HR shared services department in a global insurance broker. Facilitated new roles, responsibilities and working relationships.
• Implemented Service Level Agreement process that had confidence of customers, users and service providers, within the context of a long term Outsourced IT Contract.

Brian is a graduate in Economics, Politics and Modern History, BA, CMC, Fellow IMC. He has trained in Business Management, H.R. Strategy, Performance Management, Process Consultation, Advanced Team Building, Real Time Strategic Change, and Facilitating Complex Change, much of it at NTL Institute, USA.

Alison Kinloch

Alison specialises in personal and organisational development and her career has spanned both the public and private sectors.  Initially training in Healthcare Management she then joined IBM as part of their Management Development team.  Her career developed through sales into general management and she has lived and worked in many countries around the world.  Her 25 years experience of developing people has been complemented with various non-executive positions including seven years as Chairman of Frimley Park Hospital NHS Trust, forming the Trust Board and leading it through a period of substantial change and growth including the integration, both physically and culturally, of a new Ministry of Defence Hospital Unit (MDHU) into the Trust.  Alison’s passion for developing people and organisations continues and she coaches senior executives from a wide spectrum of backgrounds to develop and realise their potential as well as supporting organisations in the management of change.

Assignments have included:

• Working with the Board of an NHS Trust in preparation for Foundation Trust Status
• Working with Board members to support them through the merging of three mental health trusts.
• Acting as Coach to senior executives within the Health Service
• Facilitation of reconfiguration of service delivery model for a training and career development company
• Service redesign of complaints procedure for the Child Support Agency

She is an accredited trainer in Leading and Developing High Performance, is an Insights Licensed Practitioner and has a Masters degree in Healthcare Management.

Peter Lewis Jones

Peter helps clients envisage, plan and implement significant change affecting their people and organisational goals. He started his career in HR roles in the private sector and worked with electronics, retail, pharma, ending as Resources Director of a US business, directing HR, IT logistics and sales support. He set up his consultancy Manor Resources in 1989 and has worked with a range of clients across the public, private and not for profit sectors.  He is a former NHS Authority member and Vice Chair of Watford Housing, a recent transfer from council control.

Recent assignments have involved the design and delivery of change management programmes where the emphasis has been on fitting strategy, organisation and people to deliver new visions and objectives. These projects have included, for example:-

• Working with a functional support function across a number of organisations to help them re-direct their activities, structure and focus to become an effective business partner with other colleague-functions
• Restructuring roles and organisation shape to allow a business to re-focus itself to meet demanding business needs. Followed by rejuvenating the staff to look forward and be clear on what was expected of them and their plans, clarify accountabilities and how to support each other achieve objectives.
• Assessment of capabilities, skills and training requirements of professional staff in a key support function.
• Designing and delivering partnership workshops for NHS Trust directors and their PFI financing and FM partners to create a common approach to delivering high quality patient service whilst also balancing the sometimes different objectives of the partners.
• Design and deliver of a culture change programme for a financial services business which needed to bring together in one coherent organisation divisions which had been acquired and allowed to build their own successful but independent businesses.
• Working with HR directors in the public and private sectors to change their role from a support activity to a business partner.
• Project managing a major change and restructuring programme with a major newspaper chain faced with declining circulation and internet competition and then the recession. This project involved changes in how work had traditionally been done in the newspaper industry, new roles and re-organisation and significant reductions in staff numbers.
• Facilitating leadership, team and strategy workshops with diverse organisations including NHS Direct London and the non-executive directors of a hospital trust planning their impending merger
• Project managing the relocation from Stratford, East London of the largest business affected by the development of the Olympics site. The business was Asian-owned, employed 120 staff, all male and of Asian origin and where the languages of the factory were Urdu and Bengali. He successfully managed the diverse cultural issues involved on behalf of the family-owners.

He uses the MBTI extensively to help people understand that apparent difficulties and usually differences which they need to work at to ensure that they and their organisations increase their effectiveness.

He is a Chartered Fellow of the Chartered Institute for Personnel & Development and former member of Council and the Equal Opportunities group of the Institute. He also holds an MA in Contemporary British History.

Stephanie Peckham

Stephanie specialises in facilitation, training and coaching in the fields of team, leadership and career development. She started her career in the banking sector working in a range of line management and learning and development roles, where she gained experience in both hands on leadership, team development and change management as well as the design and delivery of training programmes. She left this sector in 2001, and has since worked as a consultant trainer and coach, working with organisations, teams and individuals from across all sectors to enhance performance, profile, career development and organisational culture.

Recent assignments have involved the design and delivery of training and coaching programmes, focusing largely on leadership, team development, stakeholder relationships and influence and impact. They include:

• Design and delivery of a culture change and team development programme for a local authority senior management team, delivered via coaching and facilitated team events
• Design and delivery of a number of courses, both face-to-face and on-line, for Business Schools and Universities (largely MBA and PhD students) on career development and business relationships
• Coaching and facilitation assignments on international leadership and negotiation courses for a major business school with their corporate clients
• Facilitation and coaching for a Police Authority Senior Management Team as part of their organisational change programme
• Design and delivery of training programmes for a major global strategy consultancy, delivered across Europe and the Middle East, covering all aspects of interpersonal skills including stakeholder engagement, influence and impact, self-awareness, teaming and leadership

Stephanie is a Chartered Fellow of the Chartered Institute of Personnel and Development and a Member of the Association for Coaching. She holds an MSc in HR, is a qualified performance coach, mediator and practitioner of a number of personality profiling tools (Myers Briggs Type Indicator Steps 1 and 2, 16PF5, WIS).

Christian Stanley

Christian is a brand specialist with over 20 years experience in the business. His focus is the understanding and interpretation of the client brief, client account and work-flow management on brand and web projects.

His understanding of both the planning stages and practical application of visual identity and key messages across an organization, are coupled with the ability to assess the task and apply the correct tools to deliver change as well as ROI.

Recent assignments have involved corporate brand strategy and application to content managed websites, for example:-

• Building brand strategy for Churston Heard (now part of Jones Lang LaSalle), building brand awareness and both internal and external comms tools, over a period of 4 years, leading up to a £20m acquisition by JLL.
• Brand design, web design, database strategy, SEO strategy delivery and ongoing management of a BIS (formerly DTI) sponsored project - TrustMark.org.uk. Ongoing over the last 5 years.
• Design and ongoing implementation of a brand strategy for Euphorium Bakery - North London based bakery chain.
• Design and implementation of an employee photographic competition for National Grid (over 20,000 employees), helping create and deliver a bespoke online Photolibrary/Photo competition resource.

He is a BA (Hons) graduate of Kings College London, in addition to which he is a member of the FRSA.

Mike Munley

Mike is a seasoned Global Marketing Director with a successful international career of over twenty years. Much of this time for GlaxoSmithKline as Director in their Consumer Healthcare division with responsibilities for strategic growth in their Global Brands. He started his career with Colgate-Palmolive in New Zealand progressing to a senior Marketing role in Australia. In 1995 he joined SmithKline Beecham where he thrived in the world of Global Brand Marketing that also encompassed integrating acquisitions and mergers. Mike left GSK in 2008 to join Jamesford.

Recently Mike has provided expert advice on marketing and brand retailing in Japan to Bain & Co. Notable projects Mike has directed include:-

• Development of a branded television format including the integration of sponsor messaging and related licensing opportunities.
• Developing ‘Fusion’ a behavioural change programme to create a culture of innovation within GSK Global Brand Teams.
• Directed a media buying pitch between the 3 largest Japanese advertising agencies resulting in £10 million savings over 3 years.
• Led the cross-border team that developed the successful global branding and launch strategy for the GSK Nicotine Lozenge. Sales rapidly grew to over £50million at year one.
• Developed the GSK CH global marketing Competency Framework to drive marketing capability and underpin the new ‘Brand Edge’ programme.

He attended Victoria University in Wellington and The University of New South Wales, Australian Graduate School of Management. He is a Business Leader in the Marketing Society, an Educator at Gerson Lerhman Group and holds the Institute of Directors Certificate in Company Direction.

Sandra Malone

Sandra specialises in brand development and repositioning, customer insight and the delivery of front-line initiatives. She applies her extensive global experience to help her clients deliver their ‘brand’ promise to internal and external stakeholders across the UK and the world.

Sandra started her career working for British Telecom as a Senior Marketing Manager, developing the BT brand to address 525,000 business customers and managing all of the corporate communications to businesses in the UK, internationally and latterly, to the UK Public Sector. She was headhunted by Cable and Wireless to head up Business Marketing and then International Marketing. She was subsequently headhunted to a US company based in the UK, the 3Com Corporation and then poached by a UK Consultancy firm to head up their marketing practice for the Public Sector.

Globally respected for her marketing innovation, the Wall Street Journal said she put the ‘marketing verve back into the 3Com Corporation’ after a world-wide staff campaign to reposition the company and its products.
The UK Times Higher Education supplement called her a ‘marketing guru’ for her brand work in the Higher Education sector.

As a consultant, she has been an advisor to the National Health Service and the Department for Works and Pensions on brand positioning and communications. She has also advised the Office of the Deputy Prime Minister on how to ‘kill’ the old Child Support Agency brand.

Recent assignments include:

• Work with the National Health Service on moving nurses from diploma to degree status and the positioning of the image of nursing within that context.
• Undertaking extensive work in Kenya on behalf of the Wellcome Trust, the 2nd largest medical charity in the world, to ascertain the relevance of educational materials to local medical staff in remote outposts in Kenya. This resulted in a brand review since the Trust was presenting a logo in these communities which frightened the local population and represented ‘death’ to all that viewed the logo.
• Brand and marketing work for over 60 Universities and Further Education Colleges in the UK
• Delivered the world’s first four way telco merger, holding responsibility for an external marketing budget of £150M. Completed within 21 days.

Sandra completed a postgraduate degree (MA) from Antioch University (USA) and took her undergraduate degree at the University of Maryland (USA). She is a member of the Chartered Institute of Marketing and the Institute of Practitioners in Advertising and she sits as a Board Trustee for a national (UK) charity.

Peter Wesley

Peter is a marketer, innovator, entrepreneur and strategist. Much of his career in industry and commerce has been involved with bringing innovation to market; latterly he has consulted with for wide range of clients including Costa Coffee, MasterCard, Marks & Spencer.

His previous line roles included Sales and Marketing Director of TeleWest (now Virgin Media), European Marketing Director of Citicorp’s Diners Club International, International Marketing Director of Mondus (internet trading platform), VP of International Business for Arbitron (leading US media research company) as well as ten years line management in FMCG companies

Peter was a founder of Intelligent Personal Security Ltd and he is a visiting lecturer at The University of Westminster’s postgraduate MA in Media Management.

Chris Ogden

Chris has operated as a management consultant for many years, working both in Canada and Europe; over recent years his focus has been on strategy and change, working for DMR Group (now part of Fujitsu) on both continents before founding BusinessNext Ltd in 1999.

Chris had line roles with Queen’s University (Canada) and with Ferranti and Marconi in the UK He has supported many clients in both project management and consulting roles; private sector clients include Barclays Bank, Allied Irish Bank, Banque Paribas, SWIFT and Arriva Trains. He has also worked extensively on NHS change programmes.

Chris has an MSc Degree in Computing and Information Science from Queen's University and a PGCE in Executive Coaching from University of Derby; he is a Fellow of the Institute of Business Consulting and a registered Certified Management Consultant

Sharon Varney

Sharon is an organisation development consultant with a marketing background who specialises in helping organisations to learn and change.  She has several years’ senior management experience in organisational development and learning in large, global organisations.  Her expertise has been gained at the sharp end across a number of industry sectors: oil and gas; banking and finance; manufacturing and travel. 

In 2007, Sharon set up her own consulting and research practice, space for learning, and has extended her sector reach by undertaking assignments within the public sector, international bodies and the third sector. 

Relevant experience includes:

• Managing a successful global re-branding and change programme at offshore oil and gas company Acergy.
• Leading global learning and internal communications functions.
• Creating a People Strategy for a government department in a way that maximised involvement and employee buy-in.
• Developing communication and engagement strategies and programmes for a London Borough.
• Developing a series of OD strategy papers for a public sector organisation.
• Designing and delivering workshops on managing change for a national government agency.
• Researching, publishing and speaking on current OD practice in the UK with the Institute for Employment Studies and CIPD.

Sharon is a business graduate with a post-graduate diploma in marketing from the Chartered Institute of Marketing and an MSc in People and Organisational Development from Roffey Park (University of Sussex).  She is currently working on her doctorate on change in complex organizations at Henley Business School.

Alison Farrell

Alison specialises in healthcare organisation development, change management and facilitation.  Her particular emphasis is on supporting organisations to perform at their best though ensuring that people, ways of working and underlying cultures are aligned to a defined vision, values and strategy – engaging people with, and gaining their commitment to, organisational goals.  She began her career in the HR in the NHS and in 1985 started her own management consultancy working from the front-line to the boardroom across the range of healthcare organisations.

Recent work has included:

• Restructuring: working to the CEO of one of the largest Teaching Trusts to undertake an analysis of organisational issues informing the need for, and shape of, a major restructuring of the Organisation
• Board development: facilitation of NHS Boards and the non-executive Board of a Government Agency
• Cultural change: delivery of an organisation-wide project to identify organisational values and improve the patient and workforce experience within a Teaching Hospital
• Vision and strategy: working to the Clinical Head of a Children’s Hospital to develop a five year vision and strategy
• Independent Treatment Centre start-up: working to the Senior Vice President to establish the culture, governance and stakeholder relationships of the company
• GP Practice: facilitation of the Practice Team to address and resolve tensions
• One to one: acting as a sounding board for a newly appointed CEO during the ‘honeymoon’ period

She is a member of the Institute of Healthcare Management and a Trustee of the Charity ‘Wessex Heartbeat’.

Roy Levine

Roy specialises in corporate communications.

He previously worked as a feature writer for The Financial Times focussing on management issues before establishing Woodside Commmunications. Woodside focussed on corporate reputation, internal and external communications, investor relations and market positioning. Long term clients included Xerox Corporation, AT Kearney, Stern Stewart and Duracell. Woodside was bought by Huntsworth PLC in 2001.

Roy is a graduate in Economics and is a Chartered Accountant.