A £120m turnover multi-disciplinary human capital management company, Advanced Resource Managers (ARM) operated as a single business unit. To enable the implementation of the Board’s 10 year strategic vision and to provide the foundations for accelerated and sustained growth, a new group structure was envisaged, consisting of a holding company (Serocor Holdings) with associated trading brands.
simplification and strengthening of the business messages
The aim of the Programme was to deliver a fit for purpose systems infrastructure and associated business processes, and to address the associated people change, to enable the new brands and corporate structure to be launched and operate from 1 March 2013 such that the new business entities could operate independently, efficiently and profitably.
Individual Business Units
The Programme was to create all new brands which were complementary to the core Serocor brand whilst continuing to maintain fully operational business units.
A specialist Search and Selection company focussing on Executive level appointments. This became Hawker Chase Executive
The Support Services brand providing all internal brands with Business Services and Support across Compliance; Legal; Marketing; Business Projects; HR, Finance and also providing Technical Project Services and Support, across Information Systems and Technology; Telephony and Mobile Communications. This became Serocor Solutions
The scope of the Programme surrounded the needs of the Executive Board; the individual Sales brands; and the centralised support services: Compliance; Legal; Marketing; Business Projects; HR, Finance and also providing Technical Project Services and Support, across Information Systems and Technology; Telephony and Mobile Communications.
Create a full end to end integrated solution to manage the employee, candidate, client and supplier lifecycles for each new company in the group
Restructure the systems environment and re-engineer the processes to enable the demerging of the different business streams from one limited company to multiple limited companies and from a single company systems architecture to a group systems architecture.
Be suitable for the continued growth of the Group and the component businesses.
Build into the Support Services Business Unit the flexibility to support varying Group demands whilst providing cost effectiveness and remaining competitive and profitable.
Role of TOPICAS Consultants
Topicas Consultants delivered the Serocor Programme to extremely challenging timescales. We were engaged with the Board and key stakeholders, delivered the solution design and managed the diverse Project Team with hands on technical project management.
Implementation of system changes such that all critical systems so the companies could manage the relationships with their clients and candidates, Invoice clients pay suppliers, contractors, and staff, account financially for the separate businesses entities, produce individual brand and consolidated group reporting
Re-engineering of associated business processes to achieve the required business outcomes
Close co-ordination with the multiple business functions through the complete Programme lifecycle
We helped to achieve a successful transformation Programme through the following:
Regulatory focus initially targeted the ‘Big 4’ Banks, Lloyds, Barclays RBS and HSBC, who account for c.80% of all PPI sales. In recent years the FCA has investigated the second tier, ’challenger’ banks, with Section 166 actions, enforcement orders and even fines for miss-selling.
Topicas’s role
The Bank needed to bridge the gap between its own executive and management team and a number of potential solution providers. Who to choose? Who to trust? Who can deliver?
Topicas was able to provide a seasoned interim with extensive experience in the field to support the Bank from through strategy through to execution.
How did we help?
Wrote the contract to drive the best value from the selected supplier, including quality and productivity targets
Acted as the relationship manager for the Bank with the supplier in day to day operations ensuring that quality, production targets were met and policy / process changes were effectively implemented and controlled
Provided and managed a team of 6 FTE to enable the Bank to complete a comprehensive and effective Past Business Review
Provided advice and guidance to the Bank’s executive on total costs of redress and operations to inform provisioning
In 2009, the Department of Energy and Climate Change announced its intention to have smart meters in all homes in Great Britain by 2020. The rollout is considered to be the largest programme ever undertaken – involving visits to 30 million homes and 2 million small businesses to replace meters for both gas and electricity. To complicate matters, the evolving nature of the Smart metering equipment technical specifications (SMETS1/2) means that meter and In Home Display manufacturers are playing catch-up with the standards which has a knock on impact on Energy Suppliers.
Undertook deep dive reviews of major transformation projects to ensure that these would deliver according to their business case
Provided best practice advice on the management of Third Party’s
John provided professional guidance to myself and my team and brought a confident can-do attitude with considerable capability. He has a very strong work ethic and tackled the most complex problems within very tight timescales.