Arnab Banerjee

Experience

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  ALSTOM Steam Turbines

  Sept 1992 - Aug 2000

  Sales and marketing activities. Full responsibility from prospecting and setting sales strategy to tender preparation and closing negotiation. £250M international sales in five years; sales manager for four out of the five orders won by my home business unit over this period. Reporting to The Head of Tendering, responsible for all technical inputs to tenders and negotiation with clients.

  • Sales Manager

    Nov 1995 - Aug 2000

  • Tendering Engineer

    Sept 1992 - Nov 1995
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  ALSTOM Power, France

  Aug 2000 - Sept 2004

  Reporting simultaneously to the President of ALSTOM Power and the Head of Corporate Strategy. Corporate projects of strategic importance ranging from restructuring to divestment, balanced scorecard reporting to global sales orientation. Steam Turbine and Power Plant sales function in India and based in New Delhi, India. Strategic review of industrial steam turbine factory. First key order for what is now a global hub.

  • Business Manager

    Sept 2001 - Sept 2004

  • Business Development Manager

    Aug 2000 - Sept 2001
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  AB Strategy and Sales

  Sept 2004 - Apr 2006

  Independent Consultant

  Independent consultancy focusing on Strategy and Sales and Business Processes. Major projects included: Business due-diligence and planning on behalf of a private equity firm for an industrial acquisition in the UK; negotiation and contract management of a ten-year contract of value GB£ 10 million per annum - savings of £100000 per month for my client; review of an under-performing unit addressing issues of Organisation, Process and Targets – recommendations on the way forward

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  Metronet Rail

  Apr 2006 - Sept 2009

  Head of Development

  Projects business unit with seven major programmes covering annual spend of £900 million. Responsible for business and organisation development / transformation across the business. Highlights include: • Construction and use of the Balanced Scorecard aligning actions with strategy• Leading for the projects division on a business wide organisation review• Driving increase in Customer Satisfaction – rise from 71% to 92% in 7 months• Development of the Case for Change, Vision and Business Case for transformation Show less

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  Transport for London (TfL)

  Oct 2009 - Sept 2017

  Change, Transformation and Programme Management

  Series of interim positions focused on Transformation activity:Change project to develop and implement an Integrated Project and Programme Methodology for all of TfL. Change affecting more than 3000 professional staff and greater than £2B annual spend. TfL Pathway rolled out across all 24 business units of TfL and being used in every area more than a decade later.Leading the implementation of a project maturity change programme across all of London Underground – 8 major programmes, close to 400 projects, annual spend of £1.5B. Responsible also for all aspects of change from developing the case for change to embedment across a professional population of more than 2000.Accountable for achieving Level 3 Certification for London Underground and winner of London Underground's highest award - Platinum Award for Excellence in Cross-Functional Working.Commercial Systems Transformation Programme - leading the change aspects of a TfL wide programme to refresh commercial systemsTransforming IM - a major change programme (not IT implementation!) reporting to the CIO, to transform capability of a core business function - including developments to supply chain, operating practices and behaviours. Turnaround of a stalled programme - rationalising scope, aligning organisation, developing common goals and creating a united teamSenior Manager Representative for a TUPE transformation covering more than 1500 staff 2015 - 2017 - Head of Development and Assurance (SLT) - New Tube for London (£16B programme) - please see below. Show less

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  Transport for London

  Aug 2015 - Feb 2017

  Head of Development and Assurance

  New Tube for London (NTfL) - £16 Billion programme. Member of the Senior Leadership Team (SLT) as Head of Development and Assurance. Interim role leading the development activities of this major programme with Infrastructure and Projects Authority (IPA), P3M3 and P3O principles at their core; strategic role focused on improving the 'environment of delivery' ranging from improving PMO activities to creating an appropriate Assurance regime while engaging actively with team members and external parties.Results: Annual internal and external reviews showed 'clear improvements in capability' . Alongside this, Change and Engagement scores far outstripping the rest of the organisation. Show less

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  Independent

  Sept 2017 - now

  Independent Consultant

  Currently: ‘readiness review’, 'organisational development' and development of ways-of-working on behalf of the CEO / Board for a major international metro mega-programme. Independent work focused on Central Government - IPA, Sellafield, DSIT, DEFRA, DBT, DfT, UK Space Agency, Nuclear Waste Services. Associate with several consultancies as well as working alone. Range of assignments across Change and Development, Governance and Assurance and Delivery.https://arnabchange.wixsite.com/share Show less