Stephen Carmichael

Experience

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  Enterprise

  Jun 2000 - May 2009

  Where it all started … from day one, you're taught how to run a business. It's why BusinessWeek routinely rank Enterprise as a "Best Place to Launch a Career". P&L in hand, I built a reputation for transforming operations and exceeding sales, revenue and profit targets. In my last role, I led our Month or More® Division with full P&L responsibility for a £2M business.

  • Group Sales, Marketing and Operations Manager (Long-Term Hire Division)

    Jan 2006 - May 2009

  • Graduate Trainee; Assistant Manager; Branch Manager

    Jun 2000 - Dec 2005
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  City Park Technologies

  Jun 2009 - Jul 2013

  Change and Client Services Manager

  Working with City Park was a great experience. It gave me the chance to work with some amazing folks at British Gas, my main client, helping deliver several IT projects in support of their sales operations. City Park was one of the outsourcing industries' best kept secrets: award winning; big clients across finance and utilities; rapidly growing … of course, they couldn't fly under the radar for long … they were eventually acquired by the market leader.

• 

  PA Consulting

  Aug 2013 - Dec 2021

  PA was a great place to work and where I cut in my teeth in the world of consulting. Great colleagues. Great clients. Great projects. I was very proud to have led a lot of PA's operating model work in the public sector.

  • Operating Model and Transformation Specialist (Managing Consultant)

    Apr 2021 - Dec 2021

  • Principal Consultant (Operating Model and Transformation Specialist)

    Apr 2017 - Mar 2021

  • Consultant

    Apr 2015 - Mar 2017

  • Consultant Analyst

    Aug 2013 - Mar 2015
• 

  AAB Consulting

  Jan 2022 - now

  Operating Model and Transformation Specialist (Managing Consultant)

  I know what some of you might be thinking … what's an "operating model", right? In simple terms, I help clients achieve their strategic objectives by designing new operations.Once we've established the strategy and a case for change that people can get behind, I work with clients to help them think about what their customers really value. What are the products, services? What should the customer experience be like? What are the resources needed to deliver customers' needs (people, data etc.)? How do we organise those resources (process, governance, org structure)? What bits of the process can be outsourced and what should be kept in-house? And, of course, how can we make the numbers stack up?I've been fortunate to work with major Whitehall departments, the MoD and Scottish Government agencies, helping them address some of their big strategic and operational challenges, and continuing support post implementation to make sure the new ways of working stick. Show less