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Directors
Consultants
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Richard Coombes PhD BSc
Richard worked as a company director and as Chief Executive
of businesses before coming to management consultancy. His wide ranging,
practical experience enables him to work successfully in all areas of an
organisation.
He has particular experience within Local Authorities,
helping them to improve performance scores and implement innovative methods
of working. He has also successfully completed several projects within the
NHS and the Prison Service.
His specific skills include situation analysis, process
mapping and redesign, facilitation of Change Management and organisational
development programmes and the improvement of operational performance
through key performance indicators.
In addition he has a specific interest in the development of
models for the achievement of excellence and in this regard he is a visiting
lecturer in Process and Service Improvement for the Hallam University
Business School.
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Roger Cooper MBA BSc
Roger is
an experienced consultant in the field of process improvement and the
management of change.
He is also one of the UK’s leading practitioners of Activity Based Costing,
having implemented this in many organisations to form the basis for a
business case for BPR or service delivery efficiency becnchmarking.
Apart from Local Authorities, Roger has successfully led projects in a range
of sectors from insurance to banking, from probation service to Army. He is
adept at forming and motivating cross-functional process improvement teams.
Prior to a career in consultancy, Roger spent five years with IBM as analyst
in the public sector before obtaining his MBA from the London Business
School. He then spent two years with Citibank running London Forex Treasury
Control, prior to embarking on a succession of company turnarounds, as
Managing Director. The last such company comprised the European operations
of a private US company.
Roger's public sector clients include the ACCA, Department for Communities
and Local Government, local authorities, police forces, area probation
services and the Army.
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James Cooper FCA
CFA
James is a Chartered Accountant and has worked as a plc
director and Chief Executive. As well as having a strong
financial and general management background, he is also an
experienced trainer. James qualified as a Chartered
Accountant with Baker Tilly.
He then moved into training, spending 7 years with Financial
Training before joining BPP, Europe's largest quoted
education group.
As a main board director of BPP, James was involved in the
flotation of the company on the London Stock Exchange and
subsequently played an active role in a number of corporate
acquisitions and disposals. For the last 15 years, he has
also been Chief Executive of the business education division
of BPP. During this time, he was responsible for creating a
network of over 30 training centres - in the UK and more
recently in Europe and the Far East. Under his stewardship,
divisional turnover and profits grew seventy fold.
James left BPP in 2003 to pursue a pluralist career. He is
currently completing an Executive MBA from Warwick Business
School.
James is the Non-executive Chairman of ValueAdding.com Ltd.
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Chris Fegan BA (Hons)
Chris' area of expertise is within the service functions of
organisations, creating and implementing best practice
solutions.
Prior to entering consultancy, Chris had over 8 years
experience within the Telecom industry in both cellular and
fixed line. He experienced both extremes of change, from
exponential expansion to downsizing. He worked for Securicor
Cellular and WorldCom International in customer facing roles
during periods of rapid change. Chris demonstrated his
ability to manage change through the service functions by
leading highly successful Business Improvement Teams working
across operational interfaces and focusing on delivering
tangible benefits for both the customer and the business.
Chris’ has used the ability to implement change across
departmental boundaries to good effect in his 7 years in
Consultancy. Focusing on the public sector, he has led
project teams driving efficiency through Business Process
Re-engineering. Within Local Authorities, the transformation
projects have focused on channel migration, such as the
implementation of Contact Centres, service improvement, to
meet Government targets, as well identifying and delivering
cashable savings to meet Gershon efficiency targets. His
most recent projects have been within Central Government,
specifically involved in the design, creation and
implementation of a Shared Service Centre to support 24,000
employees.
His specific skills include process mapping and analysis,
process and service redesign, change management,
implementation and team leadership.
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Nigel Parsons
BSc (Hons)
Nigel has extensive experience of working at senior levels in both Industry
and Management Consulting, including 15 years (10 as a Director) with C&L /
PwC Consulting and, more recently, 4 years as Chief Executive of a major
Business to Business Service provider, before starting his involvement with
ValueAdding in April 2007. This gives him deep expertise and insight into
the practicalities of successfully achieving sustained improvement and
change across wide-ranging sectors and disciplines.
When Nigel started working with ValueAdding it was initially on an Associate
basis. Since then he has delivered a series of significant projects helping
local authority and health sector clients address the challenges they face
in providing high quality, integrated and efficient services in and around
the Social Services arena. He now acts as SME for this area of our
business.
In addition to his client-facing work, Nigel also became increasingly
involved in the strategic and operational discussions about the future for
ValueAdding. As a result of both strands he was invited to join the company
as a board director in April 2008.
As a result of the insights he has gained during his varied career Nigel has
developed particular interest and skills in the linkages between “Strategy
and Operations” and “People and Process”. This encompasses process
improvement based on sound inputs such as ABC and Customer Insight, coaching
and team-building, and project & programme management. He is equally happy
leading large multi-disciplinary teams or, if appropriate, working
personally on process mapping or with individuals who have particular
coaching needs.
Nigel’s working style reflects his experiences from both parts of his
career. He recognises the need for rigour and structure as a consultant but
also understands the need for practicality, pragmatism and flexibility when
dealing with the “real world” issues that face organisations on a daily
basis.
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