Len Pannett

Providing hands-on expertise in the implementation of operational transformation to engineering, manufacturing and technology-heavy clients, both in a consultancy and interim capacity.

Engagements have included:

• Interim Chief Transformation Officer for a PE-owned, global ship's chandler ("Amazon of the Sea"), directing a cross-functional transformation programme covering sales, procurement, logistics and planning, establishing the Transformation Management Office and driving a USD 10 million reduction in costs.

•Co-Chairing the joint Ministry of Defence-Industry Task Force, Project TAMPA, leading the Inventory Management Working Group to identify and overcome barriers to the expanded use of additive manufacturing in the UK Defence sector. Member of the programme's Steering Group providing oversight and direction for all aspects of the initiative.

Visagio is a 500-strong, global consultancy, with a focus on operational implementation, helping national and international companies in the areas of:

•Supply Chain and Operations

•Administration and Finance

•People and Performance

•Analytics and Technology

•Interim Management

Engagements included:

•Established and led the Integration Management Office for a global industrial manufacturer's Latin American businesses (revenues: >USD 250 million) following the company's acquisition by a leading private equity investor. Implemented the playbook covering organisational redesign, headcount reduction, opening new offices, and streamlining sales, supply chain processes and product offerings. Took on role as Interim COO, leading the continued transformation of the businesses.

•Established and led the Integration Management Office overseeing the merger of three telecoms companies in Brazil following their acquisition by a private equity investor. Designed the integration workstreams and implemented the PMI playbook, collaborating with Board and functional leadership to develop and embed the transformation roadmaps with no loss of customer service levels.

• Redesigned and implemented project performance management for a supermajor energy company's Norwegian operations, including developing innovative reporting, KPI and metrics sets and embedding those in the monthly reporting cycles. Streamlined project management governance to vastly improve near-real time reporting with no increase in project management headcount. Also developed and implemented project controls for the client's portfolio of >100 minor projects (budgets <Eur 50 million each), covering governance processes, reporting and metrics.

The Nichols Group is a niche UK consultancy focussed on helping clients with their strategic programme and project management, particularly in the engineering, industrial and financial service sectors.

• Led the assessment and project recovery of a £8.8 billion mining asset construction programme in Brazil. This included establishing a new PMO, leading the complete revision of the project schedule for the construction of the asset's beneficiation plant, the introduction of risk management, and the embedding of a complete project management and governance playbook. It also included conducting multiple critical path assessments and replanning elements to optimise the balance between cost and resources.