Jon Moseling

When faced with change, many companies lack employees who understand how projects and programmes work - and often how to collaborate with the leadership group in the right way. Other than in a few organisations, working outside the line role with a degree of ambiguity, is an uncertain landscape for even the most senior individuals. Yet, bringing an entire external consultancy team in can be both expensive and unhelpful in landing the change.

In my current freelance role, I am bringing a skillset built over 16 years working with global consultancies - from process review and redesign, through to operating model change and strategic plan refresh. I have presented to and worked with the Exec teams of some of the largest companies. To drive results I have worked with and coached a variety of client employees - from junior to senior levels. My comfort level stretches from the board room to supporting Procurement Team members achieve their project goals. I aim to bring the experience that client run projects tend to lack, provide leadership, and help turn the client project team into an effective unit.

My preference is to be in at the business case and design stage of projects - as this is a key area things tend to go awry. However, I'm well aware that resourcing often happens after this stage, and I am comfortable running and shaping things from the other side of the start line - provided there is clear exec sponsorship.

I am also happy to discuss discrete project tasks e.g.: data analysis and insights; business unit overviews (part of op model write up / investor support); training design.

Improvement should involve bringing the organisation with you, creating the desire for changes to be embedded, whilst retaining a hard nose for the facts, numbers and results. I am less interested in those companies looking for a stern face to whip results from a weary team / organisation.

Preference for IR35 compliant project work.