Curriculum Vitae: Jonathan Palmer: April 2015.
JP@The-Bridge.biz 07850 459652 (mob)
Current employment – The Bridge Management Group.
Founder and Principal of a network consultancy specialising in interim management, planning, change management and corporate recovery. Key assignments overleaf.
· Associated with SRU the strategic marketing consultancy; trained and worked with Peter York and Lord Stevenson.
· Other relationships with Towers Perrin and PKFA.
Education & Professional Experience:
Recent Professional Assignments:
Career over the last 6 years has been of a portfolio nature comprising consultancy, interim management and work on MBIs and start-ups; dates therefore overlap.
· 2014-2015: Bank Fashion (one-time retail subsidiary of JD Sports). Supported feasibility study on improving return to creditors in insolvency review.
· 2014 CARA (Council for At-risk Academics) Workshops on development of Strategic Plan
· 2013-2014: Catholic Diocese of Southwark. Options study on £2m community development using redundant church hall. Successfully sold to Picturehouse chain.
· 2011–2012: Moorfields Eye Hospital – Advising the board on strategy & transformation issues of new corporate structure and move to patient level reporting (PLICS). Identified risks, sensitivities and issues of conflicting initiatives. Created simplified grid of key programmes showing that PLICS initiative not vital to Moor fields’ 3 key programmes. Identified that PLICS key issue was effective electronic, passive data input. Recommendation to re-prioritise and run test in one facility while reviewing data issues was accepted resulting in saving over £1m.
· 2011-2013: Commercial Director Global Transparency Market Ltd – A start-up think tank with the objective of supporting data transparency as a tool in improving international banking crisis and liquidity issues. Published position papers on issue, introduced concept to Mervyn King and helped develop a suite of “QlikView” dashboard tools. Shareholders rotated on board and I completed a 2-year term.
· 2010-2013: Fielders Farm Shop – Feasibility study and business plans for shop, raised funds from business angels and support from landlord. First shop viable and was merged profitably into a larger group. Continued research and strategy for investor including acquisition feasibility on one of UK’s largest farm shops and direct marketing operations: also a railway terminus farm shop/delicatessen concept.
· 2009: The Children’s Society – Continuation of a previous project of a feasibility study and project work on shared centre for financial services. Further project on developing financial measures, KPIs, balanced scorecard, governance and related programme management. Simplified KPI system and related it to published charity benchmarks, identified budget quick wins of £100k consistent with strategy.
· 2008-2009: Allied Carpets Group, Interim Change Manager – Hilco UK Ltd bought Allied, which was technically insolvent, with the objective of a sale or restructuring. Ran change management programme, wrote the strategic plan which acted as a sales document, improved the financial modelling and managed pre-pack insolvency processes of board and credit committee. We improved margins by 5% points and reduced stock by 5 weeks within 3 months while maintaining sales. Identified branches for immediate disposal and developed the insurance services division winning a further £5m investment from owners with a subsequent profitable sale.
· 1990-2008: ABL Cultural Consultancy. Associate and Interim FD – Undertook projects including Global Village Dubai, (principal investor, Tatweer, the Dubai royal family) Responsible for planning and modelling retail and restaurant concepts in 7 pavilions handing blueprint to marketing to attract tenants. Plan accepted and implemented 2 years later despite economic downturn. Became interim FD of the consultancy for 4 months where I improved cash position and consultant utilisation.
· Dec 2007-2008: Magson Ltd – A stationery wholesaler bought by Agilo. I was a member of a team of 3. Key activities: production of strategic plan, successful as Agilo then bought a complementary toy wholesaler. Change management programme to implement plan and restructure senior management, restructuring of warehouse and supply chain, closing 2 surplus warehouses. Rationalisation of toy division selling key assets and bringing rest in-house. Implemented open-to buy resulting in major stock reduction and improved margins. Turnaround in profitability enabling investor trade sale.
· MBI Activity – Work for my MBI team on opportunities in retail shop-fitting, funeral directors, fuel-saving technologies, small international brands,
Other Key Experience: and Projects:
Earlier career had a greater emphasis on the administration of planning systems, board committees, formal change management, financial analysis and modelling.
Public Sector, Health and NFP:
· Dept. of Environment (Defra) – Member of quinquennial review of R&D institutes. Wrote financial commentary, recommending closure of one and amalgamation of another with a University saving over £2m per annum. Endorsed by the minister, Lord Whitty and recommendations implemented rapidly and successfully by Defra.
· Birmingham City Council – Performance contracts and remuneration system for chief officers and stakeholder management programme with members. Recommended successful devolution of finance to operating areas of Council.
· Bank of England – Organisation mapping, communications programme, and updating internal market processes. Improved early warning system on poor-performing banks.
· Edexcel – A full review and customer interview programme covering services, marketing and profitability issues. Rationalisation of subjects and modular system on exams implemented.
· Boddingtons – A full analysis and market research on care home sector and successful recommendation of entry strategy through purchase of 2 separate chains.
Strategic Planning, Business Partnering, Governance and Board Administration:
· Board Committees: WHSmith, Sainsbury, Allied Carpets – Secretaried and ran board committees, created programme management tool (core focus) which allied with effective exceptions reporting reduced committee time by one third and increased effectiveness.
· Commercial & Finance Director Lovejuice Ltd. (Smedvig Capital) – Full control of finance function of retail chain. Responsible for commercial input into development plans, property management and IT.
· Commercial Director then consultant. PDV Ltd (Smedvig Capital) – Responsible for company secretarial function, finance, and HR in profitable b2b dotcom; won 2nd tier funding and launch of UK entertainment site, thedailydraw.com.
Other start-ups – Carlton
Golf (Chelsfield), Rarechem, Image Systems Europe, Essential Box (now
· Alliance & Leicester – Project management, product development, market research & control of potential £m30 investment in financial services strategic alliance with Somerfield. Successful new product launched; commended & agreed by both boards.
· Stationery Box – Recovery plan, developed marketing, product mix and location strategy, taking plans through due diligence & successful negotiation on refinancing. Subsequent market research and supply chain work. Now a published case study.
· AIB Group – Integrated change management & communications programme to become niche business bank. Our market research identified need to focus by sector rather than customer size. Accepted by board and AIB business bank of year 3 years later. Published case study.