This page provides further information relating to the skills and experience existing within the Warmington Group with particular reference to lead development consultant, David Bullock.
David is a successful and proven interim manager, with twelve years experience of interim management and consultancy, who relishes "hands-on" responsibility. Skilled in business development and market entry with wide experience of restructuring and building businesses in the UK, Asia and Africa. A successful career with Unilever and BP prior to interim management provided a very credible track record, which works to the advantage of his clients. Most assignments have involved the development or review of strategy as well as active implementation, including sales and marketing. A wide range of clients has enhanced an ability to operate at any level of both client and customer. Having worked overseas with major transnational companies, his natural approach is not only to take responsibility, lead and act, but also to build teams and teach so as to leave skills and methodology behind with the client. Experienced in Personal Development and NLP, he uses this in his assignments and can lead training courses in this field.
Developed the Business Strategy and wrote the Business Plan in a way that a major commercial undertaking would do it (as opposed to the NHS) so that it would commend itself to those undertaking critical assessment of the application for Trust status. New opportunities for commercial exploitation were identified and proposed. The whole approach was of not only doing but also teaching so that the Chief Ambulance Officer and his team took ownership of the Plan and acquired the skills to be able to prepare it themselves in the following year.
Successful completion of the first assignment, which was to find ways to increase profit from declining brands in a declining market, led to six further contracts. Commencing in an interim role prior to the appointment of a new Marketing Director, it was extended during his tenure and also after his later departure when, with the availability of an experienced interim, the Managing Director felt that he did not need to appoint another full time Marketing Director. It was necessary to impart new skills and techniques into a somewhat conservative management. For example, briefing, guiding and conceiving key elements of a totally new solid fuel, "Wildfire", and ultimately securing agreement to use Joanna Lumley to do the commercials.
Going in as interim General Manager after two unsatisfactory appointees had left, it was necessary to act quickly on several fronts. Morale was raised, leadership provided, customers reassured, and significant price increases negotiated with major customers such as ICI, Boots and Marks & Spencer. Adopting a participative style of management and thereby breaking down departmental barriers engendered a good team spirit.
Brought in by the Managing Director to guide and support a weak and unpopular General Factory Manager, it was necessary to rapidly build rapport at all levels so as to be able to undertake a wide variety of tasks and projects whilst cultivating a new, positive and co-operative attitude throughout the factory. This was done so effectively that very quickly the interim manager was seen by several shop stewards as the person to go to get things done!
This started as a review of the current situation that confirmed the potential of the huge Indonesian market but identified the appointed agent as weak and inappropriate. A strategy to build a profitable share of that very important market was developed and approved for action by the Hickson Board. Intensive market investigation and discussions with relevant Government officials led to a Joint Venture proposal, which was accepted. This was then implemented, including the crucial aspect of identifying the best local partner. It was concluded by "head-hunting" a Managing Director to run the new joint venture. The successful outcome required a very high level of confidence and trust to be quickly established with not only the client's directors but also the leading Indonesian entrepreneurs and Government officials.
Provision of practical marketing input to grow sales of the company's little known multipack carrier. This was achieved by building rapport with key people in the major retail chains as well as contract packers and major branded companies, such as Coca-Cola. For example, by ensuring that the benefits of this innovative system were appreciated not only by Engineers, Production Managers, and National Accounts Managers at the contract packers, but also by the Packing Managers and Marketing Managers at ASDA, it was possible to achieve an initial breakthrough order for half a million units (and at the target price initially quoted without any need to negotiate!).
Strategy and detailed proposal on establishing a Joint Venture in Iran for the manufacture of child resistant closures and bottles.
Given full executive authority to improve the performance of a converting and printing business manufacturing flexible packaging. Having quickly established rapport with key personnel and won total confidence of the demoralized workforce, was able to identify the major challenges and address them. By applying principle centred leadership, empowering key management and removing the managing director it was possible to deal with past neglect and mis-management, and to position the company for profitable growth. The final phase involved working closely with the owners and a management buy-in team to effect a sale and a smooth hand over.
Developed strategic approach for the Operations Director of this major international book distributor and wrote the market positioning for its future development.
MAJOR RETAIL GROUP
Brought in to head up the London office of the Group's large in house print management operation. This involved managing the Account Management/Print Buying team and a Design Studio, with emphasis on coaching and developing the team, improving the procedures and drafting a 3-5 Year Strategy. The fundamental change proposed and accepted was to broaden the operation from management of Group Print to Group Communications, thereby embracing multimedia, CD-ROM, digital imaging and use of the Internet.
Appointed by the Group Managing Director of a leading recruitment agency as "Marketing Director" of their major subsidiary, when it was going to be without a Managing Director for an indeterminate period to fulfil the marketing role and provide experienced guidance to the rest of the team. Developed and implemented a strategic plan to merge the subsidiary with two other subsidiaries to form a single consolidated group.
INTERIM MANAGEMENT SUPPLIERS
Two UK interim management firms commissioned a review of their market position and strategy. Following interviews with clients and prospects, analysis of assignment history and financial performance, a strategy was produced which incorporated a new Positioning Statement, a draft Annual Plan with short and long term targets, and proposals for marketing activity. Both firms valued the confidential, expert advice from an experienced interim manager.
The UK based President for Europe and Africa of an American computer software developer requested assistance to enter the South African market. Following the first visit a recommendation was made as to the best mode of entry. This included an introduction to the best potential company to be the local partner in South Africa. A second visit followed acceptance of the recommended strategy. The client then came out too, met the proposed local partner and agreed the deal for representation in the South African market. Proposals have been requested for similar projects to effect entry into Italy, India and the Far East.
Pools Barn, Little Alne
Warwickshire B95 6JH United Kingdom
Tel: +44 (0)1789 488 085 Fax: +44 (0)1789 488 126
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