Douglas D. Schulek-Miller
Douglas
is an educated (Ph.D. studies in Physiological Psychology, MBA Hons., and BA)
and highly experienced change management and sourcing consultant, having saved
tens of £Millions for global firms such as Dun & Bradstreet, A.C. Nielsen,
and Rover Group through strategic and operational change projects. While he has in-depth specialist knowledge of
change management through SIPOC analysis and organisational strategic
restructuring as well as the sourcing management change process and concomitant
risk controls, his wide-reaching general consultancy experience in managing/facilitating
the resolution of business, organisational, sales, production, strategic, and
business intelligence issues range across a spectrum of company sizes and
verticals in North America and Europe through managed implementations, training,
strategic re-organisations, turnarounds, and business process reengineering, focused
on increasing the efficiency of delivering products or services while improving
upstream value transfer. The various sectors
have included IT, Information services, FMCG, manufacturing, transportation,
insurance, banking, and utilities.
Over
the last few years Dun & Bradstreet has implemented Douglas’s
far-reaching strategic plan calling for the replacement of European bricks and
mortar facilities with electronic delivery supported by a follow-the-sun, language
specific outsourced call-centre service and functionalising their European
organisation, eliminating the silo-effect of the formerly country-based
structure. These changes reduced
operating expenses in excess of £58M.
This service plan has been extended to the rest of world operations for
D&B. Outsourcing management clients
for which Doug worked were primarily FTSE 100 companies; where the impetus was
not simply cost savings but establishing business relationships that added
value in technology and resource dimensions uneconomical for internal staffing.
The Experience Corporation, Barrie, ON;
Principal Consultant 2003
- current
International Business Analysts, Toronto, ON;
Senior Change Consultant 2005
- 2008
Morgan Chambers plc, London; Principal Consultant, Senior
Consultant 1999
- 2002
Dun & Bradstreet European
Headquarters, High Wycombe: 1994
- 1999
Global
Data Authority: Interim Executive Director, Europe
Personal
Services Division: Principal Consultant role
Global
Technology Group: Programme Director
The
Experience Corporation, Barrie,
ON; Principal Consultant
The
Experience Corporation is a niche consultancy specialising in strategic change
management and marketing innovation for mid-sized to smaller North American
companies.
Responsible
for acquiring clients, managing project deliverables and measurements, full
client relationship and reselling; P&E control on the project. Through using local and national network,
brought in clients in FMCG, transportation, internet, and industrial sectors.
Key
Achievements:
·
organisational change and
step-change maturity development (CMM path) for an industrial firm that is now
ISO registered AS 9100;
·
20% sales increases in 30% margin
products due to product and service additions to an industrial client that had
been barely breaking even with no growth in revenues in three years;
·
A large paint and furnishings
retailer established a profitable operation for the first time in five years
through gross margin improvements though revenues were declining.
International Business Analysts, Toronto, ON;
Senior Change Consultant
International
Business Analysts is the Canadian operating division of International Profit
Associates, a management consulting firm with $250M annual revenues, focusing
on Mid-sized and smaller entrepreneurs in North America, specialising in performance
improvements and organisational change.
Developed, delivered, and
implemented business tools and behavioural change in SMB’s to bring their
businesses back under control, survive, or achieve specific growth/change/profit
objectives.
Key Achievements:
·
Enabled an electrical
engineering firm that was 70%
revenues-captive to develop new markets and survive the inevitable freeze-out
that “one cow dairies” experience, complete revision of their accounting system
to get accurate reporting, replacing accountant in the process, and developed
profiles to secure more stable resource base;
·
Implemented changes in numbers
orientation turning around an almost bankrupt transport company, developed cost
management and controls, reporting changes enabled successful finance
negotiations, and the company survived and profited;
·
Radical cost adjustments were
required for a snack bar developer and manufacturer whose revenues had fallen
from $60M to $12M; a complete turnaround strategy and comprehensive financial
package was prepared for investors; established an outsourcing arrangement with
Kellogg’s based on the proprietary expertise in-house;
·
Found and developed contact in
contract furniture manufacturing to enable a second shift in an upscale
furniture plant because the market and existing resources were “flat-lined”,
thus enabling a 40% increase in revenues at significantly higher margins;
Morgan Chambers plc, London, UK;
Principal Consultant, Senior Consultant
Morgan Chambers, now merged with
EquaTerra as of 2007, is a £10–15 MM outsourcing consultancy, providing
intermediation and administrative services for companies seeking to source
non-core services such as IT, HR, accounting, etc. The role managed the interface between the
client and the potential vendors, documenting the process through strategic
selection, RFI, RFP, Evaluations, short-listing, BAFO, contract negotiation,
award, and transition; other services provided included contract reviews,
re-negotiation, SLA determination and measurement,
and organisational change mediation specifically through employee interactions
and presentations.
Managed ICT outsourcing for clients
with awarded contract values ranging from £5 Million to £800 Million.
Duties and responsibilities included
·
full Sourcing Cycle development,
·
developing & proving the
business case;
·
sourcing strategies including
initial determinations of scope and services to be sourced,
·
cost-value proposition comparisons,
·
cost comparisons to market best practice,
·
measurement of current service
levels used as baseline gauge for SLA’s,
scorecard metrics;
·
market and vendor assessments,
·
baseline internal costs of the
service;
·
developing RFI’s, RFP’s, BAFO’s’;
·
managed risk and mitigation
strategies / processes and alternative scenarios developed;
·
pre- and post-selection contract
negotiation with vendors such as IBM, EDS, Cap Gemini, etc.;
·
T&C development alongside
client legal teams;
·
negotiation of cost / quality /
service trade-offs and SLA’s arising therefrom;
·
management of Due Diligence process
with vendor & for client,
·
managing vendor interaction, vendor
visits;
·
HR plans and communications
planning for employees;
·
change management and
organisational change development resulting from sourcing;
·
SLA determination, agreement,
implementation, benchmarking, evolution plan, transition planning and schedule;
·
contract reviews, contract audits,
re-negotiation, risk-reward bases, and business process changes managed across
operations in multiple countries.
Examples of clients successfully
served were Barclays, RailTrack, NatWest, Aon, BAE Systems, Aegon, Powergen,
Eli Lilly, Bank of Ireland, One-2-One, Michelin, Nycomed Amersham, and
Hagemeyer, a global Dutch electrical equipment distributor. In the Hagemeyer case, time constraints drove
a developed hybrid process that completed in under 9 months where the
traditional process would have taken 15-18 months to final selection.
Ownership and publication of an IT
industry study on Outsourcing Relationships, published in Computer Weekly and
quoted in consecutive weekly articles; produced white papers in Business
Process Outsourcing, Benchmarking, TUPE, Contract Provisions, and Relationship
Management. Interviewed for and quoted
in Computer Weekly on both private and public outsourcing practices and
industry news.
Dun & Bradstreet European
Headquarters, High Wycombe,
UK
Dun & Bradstreet have evolved
from a simple credit verifying company to an international data collector and
purveyor. Revenues in the low
$-Billions, they still wield a significant influence in the credit markets even
after divesting of key “names” such as Moody’s and Thompson.
With broad ranging responsibilities
and “clients” within three different operational areas in the company: Global
Data Authority, Personal Services Division, Global Technology Organisation,
this assignment required line executive and budgetary responsibilities in order
to effect the proposed changes; assignments were often accomplished in parallel
due to the simultaneous roles required for the European headquarters groups.
Key Achievements:
·
To enable the US “parent” to
integrate its overall strategic plan, a re-structuring plan for Dun &
Bradstreet European Operations realised an agreed net savings of $22 Million
over two years through costs/benefits/alternatives analysis of change to a
functional organisation; implemented by the new US Chairman two years later;
·
To bring European Operations closer
to the (then) Chairman’s objectives, Strategic Plan shifts were implemented
that mandated local office changes, replacing physical resources with remote
services and electronic fulfilment, and re-development for D&B’s European
operations enabled £36 Million in operational savings over the three-year
planning period;
·
Increased overnight capacity by 50%
and improved data turnaround time by 14 days through initiation of parallel
production schedules for Bulk Data; the solution included work process changes,
load balancing, and systems configuration issues for nine countries in a legacy
systems environment;
·
Re-engineered D&B Monthly
Accounting & Consolidation Process to enable on-time reporting by
‘discovering’ three days through process analysis and change; also
re-engineered European Budget procedure and consolidation process with European
CFO;
·
Managed 110+ Europe-wide business
owners and technical contributors for a $25 Million p.a. operational system
implementation;
o
Negotiated European Data issues for
the technical development and fit-for-purpose installation in three countries,
including change process management, testing, bug-fixing management,
implementation trials, and final implementation decision;
o
Critical “show-stoppers” discovered
during the project implementation phases were resolved such as the fact that
data transfer was estimated to take 18 months by an old method when the
completion date was 9 months away – an additional £4.5 Million (and the
project) was saved through reducing expected data seeding project duration from
18 months to 9 weeks, enabled by leading and managing technical and business
leaders from Germany, France, UK;
o
The systems change project achieved
26% operational savings [audited] through implementing business process changes
and new operating system in the Belgium Global Information company offices,
brought in on time, on cost and fit for purpose through the managed
implementation, PMO, and local performance compliance;
·
Delivered data operations
efficiencies and alternatives as the Director of the European Data Management
Group for Dun & Bradstreet, building on data usage/sale analysis and
change/process re-engineering within the legacy system, built revenues, team cohesiveness,
and they delivered market welcomed trade information value, revenue increases
of 15% over prior periods, increased productivity and turned around the slide
in this group’s contribution;
·
Led transformation process,
technical choices, and development of call centre approach and implementation
for both internal centre and external global sourcing as part of larger
corporate strategic change process initiated to bring profitability and organisational
control back into line in European operation.
This approach was generalised to global company operations within three
years as part of strategic positioning change;
·
Outsourced key skills and
requirements not available within technical skills base: managed selection
process, negotiated contracts, authorised and defined remits, determined SLA’s,
project managed, and ensured teams delivered on time and cost for Global
operating system change programme noted above;
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Professional Qualifications and
Training
|
Prince II Certificate
Basic spoken and written French and
German; learning Dutch
Excellent knowledge of all MS applications,
QuickBooks Professional Adviser, Sage, MS Project Professional
University of Kentucky
Graduate School,
Lexington, KY: MBA (Hons.) in Finance and Marketing;
3.8/4.0
DePaul University
Graduate School,
Chicago, IL:
Ph.D. requirements in Physiological Psychology (brain hormone-hippocampal
relationships and behaviour 3.6/4.0
Northwestern University, Evanston, IL:
BA
Major: Psychology; Minors: Biology,
Chemistry, Linguistics; 3.5/4.0
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Personal Interests and
Activities
|
Family, travel, old cars, films,
bicycling, baseball, tennis, music, internet, writing; Daimler and Lanchester
Owners Club, Mercedes Benz clubs
Residency and working abilities in Canada, USA,
UK, France, throughout Europe
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