JOHN CORFIELD
Overview
John has twelve years senior management and boardroom experience in Manufacturing, FMCG and Services industries which he has used to great success in the last eighteen years in management consultancy. His "hands on" style has involved him in every aspect of client operations, primarily from the stand point of implementing IT driven business change.
Giving and demanding high levels of performance he has learned well over 20 years the art of managing people in an environment of change.
Employment History
| 1990-2003 | DELPHI Management Consultancy | Managing Partner |
|---|---|---|
| 1989-1990 | Bassett Foods Group (Cadbury Schweppes) | Finance Director |
| 1986-1989 | Binder Hamlyn | Managing Consultant |
| 1983-1986 | Planet Group plc | Group Accountant |
| 1982-1983 | Beautiline Tubex Ltd | Director/company sec |
| 1978-1982 | Dowding & Mills plc | Group Accountant |
Relevant Projects
- Has successfully set up and managed his own Management Consultancy business in 1990 which saw year on year growth in a time of worsening recession.
- Joined a client company as a none-executive director and guided them through a strategic review of their business direction, assisted in the acquisition of a small company and became MD of the new company until the group was restructured under one plc. Increased turnover by 90% while margin increased 176%.
- Profit improvement review for an embryo group of seven UK manufacturing and distribution companies in the process of being brought together for floatation. Including research trip to Eastern Europe to evaluate outsourcing potential for manufacturing within new accession countries.
- Interim General Manager for a newly formed "dot-com" company hosting and maintaining a number of URL's through a database driven web site. A contract had been negotiated with National Magazines (Esquire, Cosmopolitan, Prima, She, Company, Good Housekeeping Country Living, etc.) committing them to a monthly full-page advertisement/article in each of the titles. Thus the company was able to sell to dealers on the basis of many millions of readers each month seeing the advertisements and articles linked to one of the branded sites where more thorough research information was available. The assignment involved a review of the business for the principle investors followed by the implementation of new structures and procedures to ensure that the business operated in a smooth and controlled manner.
- Review of systems selection process for one of a client's Group companies following a failed selection and implementation of new systems some 12 months previously. Guided the directors of this furniture manufacturing company through a new selection process and actively assisted in a "process mapping" exercise for all the companies main processes. Staff from across the organisation were involved in this exercise which provided a common understanding for both the local management and the newly selected systems supplier.
- Conducted a review of disparate legacy systems for a multi-site Group where the lack of systems integration and apparent incompatibility of systems continued to deprive the management team of timely consolidated management information. The client required strategic systems development guidelines in addition to an external and independent evaluation of current systems effectiveness. Following an extensive systems review the company proceeded with the roll-out of a company wide intranet on a new communications infrastructure which linked all systems and provided a controlled and secure access to external systems including the internet. This new infrastructure also provides the basis for steadily replacing the older legacy systems.
- Managed a multidisciplinary team tasked with mapping the 5 year IT Strategy of a well-known pan-European baby food and pharmaceuticals manufacturer, referencing known / envisaged business goals to ensure maximum competitive advantage accrued from IT. Key business drivers included: revised and simplified processes, flexibility / adaptability of the IT solutions, maintaining the existing decentralised management focus while supporting strong central co-ordination, and a need to improve management / executive information. To obtain executive "buy in" for the Strategy.
This review covered all aspects of the current service delivery and IT infrastructure across the totality of Northern Europe, but majored on the UK and Eire - especially in the area of future ERP deployments. While working on this project the Client Group Company acquired a mainly US based Nutritional Supplements company with some 13 sites in the UK.
Additional projects followed with a manufacturing systems review and process improvement exercise for a subsidiary company in Sweden and for the manufacturing sites of the new company in the UK. John led a structured in-company training programme and championed the introduction of KPI's in support of team led continuos improvement.
- John has maintained a continuous cycle of training and updating his skills with more recent assignments involving the application of Internet technologies within the e-commerce arena of supply chain management and business to business e-trading.
Personal Details
| Name: | John Corfield | ||
|---|---|---|---|
| Date of Birth: | 2 July 1951 | ||
| Address: | Covill Barn Ramsgill Pately Bridge North Yorkshire |
Telephones: | 01423 755306 (Home) |
| e-mail: | John@delphi-consultancy.com | ||
| Web: | www.delphi-consultancy.com | ||
| Status: | Married, 2 children | ||
| Qualifications: | HND Business Studies Fellow of the Institute of Management Accountants |
