Business Transformation and Operational Excellence Leader with 20 years of experience designing and shaping target operating models, optimising end-to-end service journeys, and driving £20M+ in financial impact, primarily across insurance and banking. Strong track record of engaging stakeholders at all levels, from the C-Suite to the front line, aligning business design across Sales, Product, Operations, Finance, and Technology.

I have provided business transformation consulting, training, and coaching to legacy organisations for over 20 years, working across Marketing, Sales, Operations, HR, and Finance. My experience spans 21 large-scale change programmes, 18 organisations, 8 sectors, 5 countries, and 3 continents, helping businesses navigate complex change while unlocking measurable impact.

As well as interim management, consulting and training, I have developed proprietary frameworks that enable organisations to design customer-centred services, optimise end-to-end service journeys, and embed operational efficiencies. My focus is on ensuring transformations are not just strategic but governed effectively, stakeholder-driven, and measurable in terms of benefits and ROI.

I have led major transformation programmes for TSB, HSBC, AXA, First Central Insurance, and Innovation Group, delivering initiatives that bridge the gap between business needs, customer expectations, and financial performance. With a track record of driving £20M+ in financial impact, I specialise in moving transformation from concept to execution, ensuring initiatives are practical, scalable, and deliver lasting results.

- Target Operating Model Design

- Lean Process Re-Engineering

- Data Strategy & Self-Serve Analytics

- Executive Stakeholder Engagement

- Benefits Management & ROI Tracking

- Agile Leadership & Business Architecture

If you're looking to drive high-impact transformation or need expertise in service design, feel free to connect.

Phil Mottram

Anglian Water Services

Process Capability Manager

Process Improvement Manager

Collaborating across the business, I have rolled out a number of IT, process and business change projects targeted to the IMDS alliance.

Implemented IT, process and behavioural changes through the onset of the non-household retail market in 2016.

Rolled out dependency management functionality into SAP to help coordinate and plan our work better.

Realised process efficiency and improved customer experience through a new appointment making capability.

I am now working with the Customer Experience Transformation Programme where I am the departmental Business Lead.  With a large number of programmes and projects due to be rolled out in the next 18 months, on a complex roadmap, I am planning and coordinating the future capability alongside the PR19 business plan and white book with my stakeholders, maintaining close working relationships and providing challenge where appropriate.

Project Manager

Accountable for the performance management, coaching and development of a team of 19 people.  I reorganised this team to include two team leaders, to help manage the work and the people more effectively.
Working with the IMDS alliance I managed our office area, including Health & Safety.
Responsibility for the Customer Care functionality, assuring satisfied customers.  Drive towards proactive management of jobs rather than react to customer chases and complaints.  

Responsibility for the Resolutions functionality: facilitate completion of work, resolve issues and provide support to our operational colleagues.  This team provided performance insights through KPI data which was provided to board.

Metering Office and Resolutions Manager

secondment into Metering

Accountable for the KPI and cost management functionality for the department.  This was an opportunity for me to work in a more operational-focused business unit and gain commercial acumen.  I built great working relationships with our contract partners, which continue today.  I conducted regular planning meetings with the operational managers.  I also managed expenditure profiles in SAP, and improved the reporting methods in this team.

Cost & Performance Manager

Responsible for Capex revenue contribution (approx. £18M per annum across all Developer Services work streams) and a £100K OPEX budget.  My fundamental role was to maximise cash flow and liaise with Treasury.  It was this role where I transformed the billing and debt recovery performance significantly, in spite of the housing market downturn & financial crisis.

During this period the VAT rate changed twice and so needed to project manage these.  
In addition I needed to assure a great customer service to developers and this was achieved through building and maintaining solid B2B relationships, and for our account-managed developers we also provided workable yet tougher credit agreements which were upheld.

Revenue Assurance Manager

Here I built on performance analysis by assisting the Developer Services Performance Manager in effective control of OPEX, and providing financial and performance support to the wider Developer Services Management Team.  I also built up significant project experience either as an Expert User or Lead.

Finance Analyst

Mainly customer service roles, with one year working on SAP ALM Project within Information Services

Other Roles

Tag McLaren Audio

Test and fault find to component level:
* Audio amplifiers
* Tuners
* CD Players

Audio Test Technician

British Army

Apprentice Telecommunications Technician

I am an established and respected change professional with a background in delivering several large successful projects.  I’m passionate about shaping the future in general, enabling people to broaden their potential and maximise their efficiency through cultural, behavioural or systemic change.  

I’m an excellent communicator and relationship builder, with a growing network in and out of the business.  With transformational experience, I am adept at understanding the bigger picture as well as highlighting conflicts and enablers to key deliverables.  As a task-focused individual I excel at working within and shaping structure to working practices, thus achieving results.  In April 2018 I acquired Chartered Manager status through my drive and commitment to my own continuous learning and improvement.

By trade I am an experienced Project Manager with a demonstrated history of working in the utilities industry.  I am a certified practitioner in Prince2, MSP, ProSci change management and LEAN competency systems (1C) respectively and love working on change initiatives, particularly transformational change.

I have recently been working on rolling out a new service offering for our smart-metered customers, and developing requirements and process streams for subsequent process automation.

taplio

The Battle

Phil Mottram

Louise Oliver, CMgr MCMI

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