Business Model & Executabilty Focus
Strengthening the operating model.
Stuart designed a simplified approach (but fundamentally stronger structurally and culturally) to market and deliver value to stakeholders of a large UK automotive leasing subsidiary of GMAC. This required the business to pivot its traditional view from being 'in the automotive industry' to becoming an information solutions partner to businesses with complex staff vehicle entitlements. This model was facilitated by Stuart's role as interim IT Director and sponsored by the UK CEO who, upon taking over the role of Global CEO, engaged Stuart to assist implementation of the model into the other subsidiary leasing businesses in Europe, Mexico and Australia.
More value from the value chain.
Stuart led data analysis and procurement teams for Suncorp Insurance to investigate opportunities for significantly reducing the operational and automotive parts costs which at the time ran in excess of $500m. The requirements were twofold - determine opportunities for modifying structures with automotive OEM and supply chain participants; and confirm the feasibility of 'harvesting' suitable parts for re-use from written-off vehicles around Australia. The case for change became very strong and warranted a new business establishment phase. Once implemented, this included a joint venture with one of the world's largest automotive parts businesses in the USA.
Centralising functions for efficiency and effectiveness.
Stuart led a team of internal experts and external consultants to develop a centralised people and technology model that would improve efficiency and effectiveness outcomes for the Queensland Department of Main Roads. A Discovery phase was followed by Implementation Design and Business Case phases to bring together 27 regionally-led IT service provision teams under a single Chief Information Officer. Whilst the systems architecture component was complex, as diverse solution decisions had been made over time, it was developing a deep understanding and engagement of people in the 'merger' that was critical.