Until late 2008, Caramba mainly provided training from its offices in Fareham in Hampshire. However, we are now bringing our training courses to you, at your offices or a location of your choosing. Caramba has transitioned somewhat, now offering all types of training, so that our services can be all encompassing to our customers. It’s become apparent after a lot of market research that customers prefer an end to end service, i.e. one chosen supplier that can provide all the training services and quality they are looking for, and we believe that through our re-structure this can be us.

Change is never easy. The decision to relaunch was not taken lightly;  it is also something that could not be done in half measures. Consequently, it has taken hard work, commitment and all the passion and drive that you would expect from a company going through reorganisation.  However, we are now confident that the reform is one of merit, involving driven and determined people with specialised skills. Any transition means enduring a period of uncertainty, and our move to offering all types of training has been no exception. As I have previously mentioned, passion is the imperative force behind it; not only does it drive us, it gets you through it. Transformation puts you up against strong forces of momentum; the only effective counterweight is either disaster or enthusiasm. Luckily, we have had no disasters. Instead, we’ve been able to change by identifying our most passionate people and by letting them set our course. And now we have acted as cheerleaders for them, protecting them, encouraging them, and empowering them with every resource that they need to succeed.

To lead our company through all this change, I too had to become a part of the change, I became more driven, more passionate and, to that end, more open to the changes going on around me. I learnt that if you can’t speak from personal experience, you’re not going to convince anyone. You’re not going to be a good leader.

It’s too easy to get caught up in your ‘vision’, especially when you’re the Company’s founder. But don’t let your vision determine what you give to your customers. Before you plan a relaunch, talk to your customers and then listen to them. Let whatever they say dictate your actions. And that is exactly what we did.

We were able to rethink, redesign, repackage, and reposition our services from a viewpoint of how people use our services. The relaunch didn’t occur overnight. It happened through a process and a partnership.
Caramba launched this new web site with a fresh new look and improved content for all our customers. The design show-cases our new range of services, as well as the new partnerships we have formed. We hope you like our new site, and remember our ethos that “we are all here to serve you and your companies needs”.

Kevin Cull
Managing Director
Caramba (UK) Ltd
11th December 2010

What on earth is The Cloud?

Cloud Computing has thrown traditional IT infrastructures out of the window. Literally. Gone are servers and server rooms requiring vast amounts of energy to power them – and cool them. Gone too is the requirement to buy enterprise software and install it and upgrade it. And the need to invest in, service and maintain a legion of similarly configured desktops and laptops.

Instead, applications and data are delivered through an Internet connection to any PC or laptop. Users simply turn on and start work, with all of the infrastructure required to deliver applications and process remotely.

Isn’t Cloud Computing just a new term for SaaS?

Software as a Service has been around for a while – and deservedly so. Rather than buying software, it is leased on a per user basis, the application accessed through an Internet connection. It still leaves, however, the physical IT infrastructure in place. Cloud Computing removes the need for the hardware as well as the software.

Is Cloud Computing restricted to enterprises?

They wish. Cloud Computing delivers the advantages of enterprise computing to any user, regardless of their size, making it a very attractive proposition to SMEs. So much so that, according to research conducted by OpinionMatters and published in January 2010, half of UK SMEs plan to use Cloud Computing in 2010. That is more than double the figure for 2009, with another quarter of respondents planning to move to Cloud Computing within the next 5 years.

Cloud Computing for business goes mainstream

By Tim Weber Business editor, BBC News website

Investing in the Cloud means less capital expenditure. 6 May 2010

Cloud Computing has been an information technology buzzword for many years. Now it is going mainstream.

Bryan Kinsella has a problem. As Chief Information Officer of business services provider, Rentokil Initial, he looks after a widely dispersed and mobile workforce.

Email is a key management tool but as the Company grew it found itself with 40 different email systems across 50 countries for 20,000 employees, with another 15,000 staff offline.

Setting up a new single email system with a global server infrastructure would have meant a massive capital expenditure.

Instead, he settled on a ‘Cloud’ solution, rolling out Google’s enterprise email across the company. It’s saving Rentokil about 70% in expenditure, he says, with lower support costs on top of that.

The Cloud explained

But what is Cloud Computing? In the simplest of terms, it is IT-as-a-Service. Instead of building your own IT infrastructure to host databases or software, a third party hosts them in its large server farms. Your company has access to its data and software over the internet (which in most IT diagrams is shown as a cloud).

Cloud fans claim five key benefits:

•    Cheap – your IT provider will host services for multiple companies; sharing complex infrastructure is cost efficient and you pay only for what you actually use.

•    Quick – the most basic Cloud services work out of the box; for more complex software and database solutions, Cloud Computing allows you to skip the hardware procurement and capital expenditure phase; it’s perfect for start-ups

•    Up-to-date – most providers constantly update their software offering, adding new features as they become available

•    Scaleable – if your business is growing fast or has seasonal spikes, you can go large quickly because Cloud systems are built to cope with sharp increases in workload

•    Mobile -  Cloud services are designed to be used from a distance, so if you have a mobile workforce, your staff will have access to most of your systems on the go

In other words,  information technology becomes a utility, consumed like electricity, water, or even outsourced HR or payroll services, says Chuck Hollis, Chief Technology Officer, at information management company, EMC. This year, he exhorts companies, “is the year to get your Cloud strategy together.”

Bear in mind, Cloud Computing is not new. Most of us are using the Cloud already, through services like Hotmail, Flickr, Blogger and Facebook. It is business that has been slow in the take-up.

Using the Cloud

For Bryan Kinsella, the Cloud strategy is paying off at an enterprise level. So far his team has moved close to 10,000 staff on to Google’s email services; another 10,000 will have migrated by the end of the year.

“We never went into this to get cost reduction,” says Mr Kinsella. It was about “unifying the business… to operate and collaborate on a global basis.”

Now he is rolling out Google Sites to share documents across Rentokil and create intranets for both the global company and its many divisions.

It is this easy scaling that makes Cloud-Computing attractive. Insurance giant, Aviva, for example, moved all its enterprise content management and business intelligence tools online, using Microsoft’s Sharepoint online service.

Logistics firm, Pall-Ex, can grow fast and cheaply by moving much of its IT to UK hosting firm Outsourcery.

Universal Music is using the Cloud Computing services of e-commerce provider, Venda, to roll out its online store model across Europe.

“It’s so expensive to build a world-class e-commerce platform, no single retailer can build it by themselves unless they are the size of Amazon,” says James Cronin, Chief Technology Architect at Venda.

Competition boosts Cloud Computing

Cloud Computing can be applied nearly anywhere: the small retailer that needs a secure e-commerce website quickly and cheaply; the ferry operator that has huge computing spikes in May and June while 90% of its IT system idles for the rest of the year; or the fire service that needs extra computing power to predict the movement of forest fires during the summer.

Leave IT worries to your Cloud provider

Cloud services range from fulfilling single business functions such as, calculating payroll taxes, to outsourcing heavy duty computing for complex 3-D modelling.

Many firms “have not moved significantly to Cloud Computing yet,” acknowledges Cassio Dreyfuss at technology consultancy, Gartner. But he predicts that “more dynamic” industries, “where business models change very fast, where competition is very hard… will move more quickly.”

Right now, the Cloud Computing market is worth almost $2.4bn, says Gartner, and he predicts that by 2013 this will have grown to almost $8.1bn.

Get ready now and map your company’s IT needs, says Mr Hollis. “If IT is your company’s differentiator you may want to keep it in-house.” But most IT is just another service that “can go the same way as other corporate functions like finance, logistics and manufacturing”.

Storm clouds

Cloud Computing is not without problems.

Firstly, to be cheap, Cloud Computing tasks need to be standardised. While traditional applications have many little-used features to cope with specialised needs, customising a Cloud service costs extra.

For firms on a tight budget this may result in a few standard network solutions. However, it does not mean a standard look and feel. “I challenge you to spot that our customers’ websites run on the same platform,” says James Cronin at Venda. Plus most Software-as-a-Service (SaaS) providers roll-out newly developed features to other customers as well.

Usability is another issue. Some people, firmly wedded to ‘their’ software, whether Lotus Notes or Microsoft Outlook, are reluctant to switch to plainer online applications. Rentokil’s Bryan Kinsella counters that his migration team received few complaints.

Connectivity is another worry. The City of Los Angeles wants to move 34,000 employees to Google Apps, but there are complaints about speed and reliability – problems that may be rooted more in the City’s internal network than Google’s service.

But what if you go offline? Well, most SaaS providers offer resilient offline solutions. Microsoft – a late-comer to the Cloud Computing party – likes to point out that it offers proven offline applications like Microsoft Office that integrate with its new suite of online applications.

In Cloud we trust

Security concerns are a much bigger issue. Will your corporate and customers’ data be safe? What about data protection? Can you meet all legal compliance requirements?

“There are enormous security [...] and auditing risks that have not been addressed yet,” says Gartner’s Mr Dreyfuss.

Google’s Dave Girouard says Cloud Computing has a good track record

“Cloud Computing,” warns a top expert for business security, “is the concentration of corporate risk in one single place.”

Not so, say the providers of Cloud services. “We put together multiple points of replication… multiple lines of defence… multiple levels of sophistication… that a single company just could not afford,” says Jean-Philippe Courtois, President of Microsoft International.

His words are echoed by all his competitors. Dave Girouard, the man in charge of Google’s enterprise solutions, says ‘trust’ is the issue customers raise most often when they explore whether Cloud Computing fits their business needs.

“There are now enough proof-points, enough track record for it to go mainstream,” he says. “Company data are much safer inside Google than in a company’s data centre.”

Pushing Cloud 2.0

If Marc Benioff is not the high priest of cloud computing, then he is certainly its televangelist.

Marc Benioff predicts another IT revolution

Eleven years ago he founded salesforce.com. Today his “enterprise cloud computing company” is approaching annual revenues of $1.5bn.

Its key product, a cloud service for customer relationship management, is used by organisations ranging from small charities to computer maker Dell.

For years Mr Benioff has been repeating his “no software” mantra, arguing that the old IT and business models of companies like Microsoft, SAP and Oracle are broken.

Cloud computing, he says, is a total revolution of how we use and pay for software, and it is spreading fast.

His company now offers services like Force.com and Vmforce.com that provide developers platforms to build customised cloud services themselves.

Once belittled by rivals, he now revels in the fact that they all compete to prove their cloud computing credentials.

For Marc Benioff, though, one cloud is not enough.

These days he speaks about the transition to “Cloud 2.0″. Just as he once queried why enterprise software was not more like Amazon, he now asks why it is not more like Facebook.

Enterprise computing is going mobile

Mr Benioff promises that new software like Salesforce’s new Chatter will do just that.

“We are going through a major shift in computing,” he says, where enterprise computing gets both more social (think collaboration) and mobile (think tablet computers, netbooks and smartphones).

Rentokil may be a case in point. Instant messaging software like “Google Chat has become a very powerful tool for us,” says Mr Kinsella, while using Google’s Android phones has made the enterprise software mobile. His new intranet, meanwhile, is getting a touch of YouTube: “We are using it carefully, but we now send out video messages to all employees, and they have the ability to comment.”

Microsoft’s direction is similar. It’s new Office 2010 software, to be launched next week, makes steps to integrate both “social connections” and online services.

“People are working more and more from everywhere… home and workspace are merging,” says Per-Olof Schroeder at Microsoft’s Office software division.

Helpful downturn

Cloud firms are upbeat.

“The growth of cloud computing is phenomenal,” says Fabio Torlini of hosting company Rackspace. “In the downturn all enterprises are asking ‘what’s safe to put in the cloud, and how can I save in the cloud’.”

And there are other opportunities for growth. As connectivity improves, cloud computing can bring high-end IT services to developing countries.

Right now, says Google’s Dave Girouard, cloud computing is just at the start of its evolution.

“All business computing will be more web-enabled,” predicts Mr Dreyfuss at Gartner. “For some [companies] it will reach the point where it will be totally web centric.”

For more information on how you can take your company  into the cloud

Contact us on 0845 601 2237 or email info@caramba.co.uk

MAIN SKILLS / AREAS OF EXPERTISE

Improving organisation performance and productivity through:-
• Analysis of structures, systems, attitudes and organisational relationships
• Diagnosis of problems and methods for business solutions
• Implementation through facilitation with Senior Managers/Directors/Executive Leaders
• Professional Management and Leadership effectiveness training and development
• Project, Programme and Change Management

Improving team and individual performance through: -
• One to one counselling, coaching, observation and feedback, action planning, facilitation
• Devising and implementing appropriate assessment procedures including Assessment Centres, psychometrics, 360 degree feedback
• Providing challenging approaches and supportive back up to managing changes
• Implementation and follow up

Identifying change needs in culture, attitudes and behaviour by: -
• Collecting data using interviews, focus groups, surveys, questionnaires etc.
• Analysis and diagnosis of issues
• Feedback and action planning with client

CLIENTS

A range of organisations including The Institution of Mechanical Engineers, Virgin Atlantic Airways, Allianz Cornhill, London Borough of Southwark, Camelot Group Plc (UK National Lottery), Horizon Housing Group, HERA Group, Amacus Housing Group, United Nations (Ghana), KPMG (Ghana), CA (Computer Associates – Worldwide) and individuals from a wide range of industries internationally.

THE WORK

The work has included organisation development, change management, process consultation, selection and assessment centre development and implementation. Facilitation of strategic business planning meetings, strategic team away days, soft skills training, career guidance, employee opinion survey implementation, performance management and process improvement.

QUALIFICATIONS

• BSc. (Hons) in Psychological Sciences
• MSc. Occupational and Organisational Psychology
• Postgraduate Diploma in Personnel Management
• MSc. Psychological Assessment in Organisations
• Level A and B in Occupational and Psychological Testing in all major psychometrics
• Neuro Linguistic Programming Practitioner
• Prince2 (Project Management) Practitioner
• Chartered Psychologist status awarded by the British Psychological Society
• Postgraduate Diploma in the Psychology of Change and Organisational Development
• Organisational Design and Internal Collaboration (Ashridge Management School)
• 7 Habits of Highly Effective People and de Bono’s Six Thinking Hats Practitioner

Paul’s portfolio also includes Adobe Photoshop, Illustrator, InDesign and Acrobat as well as Dreamweaver and Flash. He brings extensive industry experience to the course environment and having worked in both print and design environments and can illustrate real world examples to a variety of audiences. He has worked closely with Photographers and Graphic Designers using a wide variety of Adobe Applications.

Paul takes an active role in delivering first class training to customers. He designs and develops new courses and innovative methods of training to add to his portfolio of courses to help customers develop the maximum potential of staff in an efficient and cost effective manner. Evaluation of training is key to developing future strategies, assessing skills and objectives gained and maintaining high standards.

He has excellent organisational and inter-personal skills and a sound appreciation of the need to develop good communications and teamwork.

• Highly skilled in diagnosis, design, delivery and evaluation of learning solutions that secure measureable business improvements through people development and change management.
• A people person, works with integrity and commitment, effectively inspiring and engaging staff at all levels as the lead change agent through facilitation, training, coaching and mentoring
• Offers experience of Learning & Development practice and strategy, facilitation, organisational development, culture change, Board development, change leadership and management, skills training programmes (design and delivery), performance management and team development

RECENT CAREER HISTORY
Development Manager, Black Country Connexions Ltd December 2001 to May 2010

Reporting to the CEO, took the lead for a programme to transform organisational culture and performance to secure improvements in service delivery, practice standards and workforce capabilities. Initiated and led:
• The Workforce Development Strategy across the organisation together with policy and performance review
• The Management Development Programme, including competence assessment, skills development workshops, 360 appraisal and qualification training, offering individual coaching and team development
• The Learning & Development Strategy to support talent management and leadership development
• Recruiting and developing a Learning & Development team to deliver an annual plan and offer for the company to underpin the business strategy
• The systems and processes development to embed learning and development across the company with the result of attaining the following Quality awards: Investors in People; Charter Mark; Youth Service Quality Mark; Matrix Standards
• Blended learning solutions to provide cost effective, tailored development opportunities including on-line assessments, e-learning, direct training and personal coaching
• An NVQ Assessment Centre achieving ‘A’ grade operation and secured Direct Claims status for a range of qualifications
• The planning procurement and implementation of the full training cycle across the company, including the development, marketing and roll out of a partnership training plan across the sub region engaging cross sector stakeholders
• A national training contract and a peripatetic training team to deliver accredited programmes to 650 Connexions practitioners across the West Midlands
• Secured regional Home Office funding over 4 years to deliver drugs education training programmes as multi-agency training for practitioners within the sub-region

Associate Lecturer (part-time), The University of Birmingham 2002 – 2005
Lecturer for accredited national Connexions training programmes

Curriculum & Staff Development Manager, Dudley MBC July 1999 to December 2001

Reporting to the Head of Service, developed a policy and a curriculum framework for the Youth Service to secure service improvements in response to Ofsted. Led:
• Programme design and successful submissions for accreditation to Open College Network and West Midlands Regional Accreditation and Moderation Panel
• The innovation of a unique private sector partnership to increase youth provision in Merry Hill

External Examiner (part-time), De Montfort University, Leicester 1999 – 2003
External Examiner for Diploma/Degree in Youth & Community Work.

EARLY CAREER SUMMARY

Redditch Borough Council: Community Works Manager (Youth)
May 1996 to June 1999

South Aston Community Project Ltd: Senior Youth Worker, then Deputy Manager
October 1993 to January 1996

Wolverhampton Metropolitan Borough Council: Youth Worker
July 1991 to September 1993

Leicestershire County Council: Youth/Community Tutor
April 1988 to July 1991

Leicestershire County Council: Teacher
September 1986 to March 1988

PROFESSIONAL DETAILS
1986 Bachelor of Education
1990 JNC Qualified Youth & Community Worker
1999 D32/33 Assessor’s Award
2005 V1 NVQ Internal Verifier Award
2007 NVQ Level 5 Management
Current Member of the Institute for Learning
Current Enhanced CRB check

TESTIMONIALS

“Elaine is a true Learning and Development professional who is able to operate at a strategic level, while still delivering a great service to colleagues on a day to day basis. I thoroughly enjoyed working with her as her open style makes working as a business partner very straightforward. Elaine sets high expectations and as a result achieves great results.”
Peter Burnet CEO, Peplow Group (business partner)

“Elaine is a skilled and effective leader, clear thinker and dependable colleague. She works well in a team and on her own initiative and made a significant contribution to the success of the organisation and its strategic management.”
Ian Cruise-Taylor Chief Executive, Black Country Connexions (colleague)

“Passionate about people development, a supportive and inspirational Manager, Elaine was a true role model for me. Solution-focused and forward thinking, Elaine was always one step ahead and kept a keen eye on the latest learning and development trends and opportunities to ensure quality learning experiences were designed and delivered. Dedicated to every project and piece of work she was involved with, she would not stop until high standards were achieved. Elaine is a real team player and someone who cares about people. I talk about her all the time as someone I thoroughly enjoyed working with and as someone who inspired me to realise my goals and ambitions.”
Adrian Pitt Develop-meant Training Consultants (colleague)

Success for Marea is a programme that resonates with participants and gives them both the means and the inspiration to achieve business objectives.

Marea works in English, French or Spanish. Her three obsessions are leadership, coaching and interpersonal skills. Her background spans both commercial business and psychology. As such, she is adept at designing and delivering learning solutions which meet both organisational and personal objectives. Marea refers to her programmes as workshops. Her expertise in facilitation enables participants to deal with difficult current and future issues. She invites and manages challenge with great competence, and through her own openness creates a safe and challenging learning environment. She ensures participants have the motivation and mechanisms to apply their learning.
She has an MSc in Human Communication, a CIPD Postgraduate Diploma in Training and Development, a TAP accreditation, an NLP practitioner certification. She is an ECMC certified coach. She is currently working towards an MSc in Organisational Behaviour which keeps her updated with the best approaches and organisational contexts to facilitate adult learning.

Marea has worked on the design and delivery of global learning solutions in sectors including: Engineering, Aviation, Automobile, IT, Telecoms, New Media, Hospitality, Public Sector and Financial Services.

Clients: Marea’s current and most recent projects include: Alstom, Airbus SAS. Aviva, Benteler Automobiltechnik, BskyB, DS Smith, The European Commission, GSK, Hewlett Packard, Hilton Hotel Group, European Commission, Hilton Hotel Group, IMI Plc, Logica, NHS (Midwifery Service), NWDA, RBS, Randstad Holdings nv, Unilever.

Testimonial: What do I appreciate about Marea: The way she clarifies the client’s spoken needs and draws out deeper needs, the thoroughness of her background reading, rigour in the compliance of the design, empathy in travelling the participants’ journey through a programme to ensure a balance of theory, practice, reflection, and clear sign posts of learning through complex models.

Dr David Kearney, OPDC

I have extensive experience working with the private sector in companies such as 3M, Harrods, and utilities plus public sector organisations such as education, health, local government and central government.

I have trained, consulted and researched in the fields of L&D, OD and leadership for 20 years. This includes significant time with large organisations in the transformation to a customer focused, team working culture. Throughout my professional career I have established close partnerships with my clients by demonstrating an ability to develop interventions that have a measurable effect not only with programme participants but on the organisations bottom line.

My credentials include MSc in Organisation Development, a Fellow of the Institute of Training and Occupational Learning, a key associate and advisory board member of Adair Leadership and a member of the International Association of Facilitators.

I am licensed to use a number of diagnostic tools such as SDI, Belbin, Situational Leadership and LIFO. I am one of the few people accredited by John Adair to deliver his Action Centred Leadership programme.

Specialties:

Organisation Change, Business Process Improvement, leadership development, team development, management development and change management. My approach is to work with clients to improve business performance at both a strategic level and an operational level.

Adèle is passionate about helping individuals and businesses achieve their full potential. She devotes her considerable skills and expertise to benefit organisations either at the start of their business journey or when in need of major organisational change to meet the demands of their customers and the marketplace. During the past four years she has delivered Business Transformation and Business Development programmes for Corporates, Small and Medium Enterprises and Not for Profit organisations in the Business to Business, Business to Consumer and Wholesale market sectors. Adèle is also a certified Life Coach and has supported a number of people towards achieving their personal goals and aspirations.

Adèle is an accomplished Business Advisor with extensive personal experience of all aspects of management gained during a very successful corporate career. Her expertise covers customer service, change and programme management, product/portfolio strategy, business planning, marketing and operational leadership. She also holds a number of qualifications and awards, such as: Companion Membership status of the Institute of Customer Service. (CM, ICS); Diploma in Life Coaching, Certified On-Line e-Learning Tutor; NVQ Assessor (Customer Service, Business Administration) and Associate of the London College of Music (ALCM).
Adèle uses her excellent “people skills” to develop strong business relationships: she quickly establishes rapport, inspiring trust and confidence. Adèle’s approach is straightforward and unambiguous and she is valued by her clients for her personal integrity. She is pragmatic when it comes to problem solving and keeps a sense of perspective having been described as “unflappable”.

Some her recent projects have included:
• Delivered on-line ABP accredited courses in Customer Service to clients in both public and private sectors such as: West Yorkshire Passenger Transport Authority, BT, Civil Aviation Authority of Zimbabwe, Customer Service consultancies in Hong Kong, Kenya, UAE and the Caribbean, Unilever, Johnson Diversey and the NHS.
• Delivered Business Change Programme for the UK arm of a US Corporation, supplying medical equipment to the NHS, private health sector and MoD.
• Implemented a Customer Issues Management procedure to improve the customer experience.
• Introduced a suite of KPIs to monitor and enhance business and individual performance.
• Implemented a new operating model for a Not for Profit Organisation effecting 20% cost savings.
• Delivered Change Management Programme for an SME in the Financial Services sector, with a turnover of £20m and a customer base of 8.5K
• Managed an Executive-level Customer Satisfaction Research Programme for a US-based global research organisation which included conducting face-to-face and telephone-based interviews with senior executives representing organisations such as Vodafone, Telefónica, Cable & Wireless, KCOMM, and Orange – both in UK and Europe.

Adèle held a number of senior roles during her corporate career, including
• General Manager, Customer Services – BT Openreach where she established and led a team of 100 people (across 3 UK sites) with an annual budget of £3.9m managing all customer complaints and issues arising from BT Openreach’s national operation: BT Openreach employs 30,000 people including 25,000 engineers and its’ network covers 30 million customer lines from 6,000 telephone exchanges.
• Head of Business Change & Client Relations – BT Wholesale Division with responsibility for the establishment and delivery of a transparent and equitable service to all Communications Providers (CPs) in the highly competitive Telecommunications market. Whilst in this role Adèle implemented a new set of performance metrics to the Telecommunications Industry, through key stakeholder management involving the Regulator (OFCOM) and C-level representatives of CPs’ organisations. These metrics enabled improved control, reporting and monitoring, and continue to provide the basis for Industry reporting.
• Head of Customer Satisfaction leading BT Wholesale Division’s Customer Satisfaction Programme with an annual budget £2.5m. Adèle re-aligned the strategic focus of the Programme to ensure external stakeholders’ requirements and expectations of BT’s new technological advances were identified and addressed. In addition, she established and led multi-disciplinary teams to analyse and identify the key drivers of satisfaction / dissatisfaction and build Business Improvement Plans for the top 20 customers, working in collaboration with them.

He is skilled in designing training solutions to meet specific skills needs and business objectives, delivering practical solutions in the area of teambuilding, self development, recruitment, performance management and assessment in a manner and style that reflects the culture and values of the business he is operating in.

Skills
Leadership & Management Development Training
Preparing Managers for Change
Change Workshop Facilitation
Developing Effective Teams
Staff and Team Profiling
Management Coaching

Certifications
TetraMap Certified Facilitator
Assessing and Developing Teams using ATPI
Emotions & Behaviours at Work Practitioner (EBW)
Personality Profile Assessment Practitioner (PPA)
PRINCE2 Project Management Foundation

Notable Projects
• Successful design, managed and delivered the Norfolk County Council Community Teams Conference
• Successfully re-branded our senior management meeting into Quarterly Managers Conferences
• Designed and managed the ACHIEVE: Managers Mentoring Programme, I managed to recruit most of our senior managers as mentors on the programme
• Designed and managed the Integrated Health & Social Care Leadership and Management Programme, a joint programme around integrated leadership.

Professional Memberships
Licentiate Fellow Institute of Training and Occupational Learning (LFITOL)
Member of the Institute of Business Consulting (MIBC)
Affiliate of the Chartered Institute of Personnel Development (ACIPD)
Member of ALCHEMY