Henry Kinniburgh

Set up My Sports Wellbeing to provide athletes with the tools to manage repeated head injuries, reducing the risk of neurological disease and mental illness in later life.

• Established mission-driven business by identifying market needs and developing innovative solutions.
• Initiated strategy to drive company growth and increase market share and profitability.
• Designed and deployed processes to support high-growth tech start-up, leveraging technology to maximise efficiency.
• Built productive relationships with industry partners to support strategic business objectives

Established a new business to address compliance with the General Data Protection Regulation (GDPR), evolving it to a service-driven data protection proposition.

• Initiated strategy to drive company growth and increase market share and profitability.
• Grew revenues to £4m in 2 years, working with corporate, SME and charity clients.
• Evolved business to support clients on-going compliance requirements via service-based delivery model

Client projects involved supporting an initial scoping study to define a work programme and then managing a transformation programme to deliver GDPR compliance. This required collaboration with the client's management, legal, accounting and operational teams to embed the required organisational, governance, process and technology changes. Key clients included Wincanton, Raytheon, TM Lewin, Travelodge, Grafton Group, and numerous SMEs and charities.

The business was established to deliver consulting and interim management services to clients. Led a range of client transformation programmes, including:

Nationwide Building Society

• Led programme to improve third-party risk management in order to meet regulatory requirements. The work involved consolidating functions across the business to create a central commercial team responsible for procurement and vendor management, process re-engineering, establishing governance structures to proactively manage third-party risk, and embedding new processes across business units.
• Delivered a compliant management framework for managing third-party risk and delivered £20m+ in cost savings through improved vendor management.

MonyGram Inc. (Global Restructuring Program)

• Led a $50m global transformation programme that delivered $28m in annual cost savings across global support functions and continuous improvement capabilities that drove subsequent improvements.
• Managed a global team comprising internal staff, consultants and contractors spanning the US, UK, Italy, Spain, France, Dubai and China.
• My role involved assessing existing improvement initiatives to identify those that would deliver tangible cost benefits, engaging a consultancy to support scoping and managing a portfolio of delivery projects to deliver cost savings.
• Projects included rationalising the European retail business, global financial shared services, digitising the money remittance process, and delivering operational improvements in contact centre and partner services driven by activity-based costing.

MoneyGram International Ltd (New Regulated Business)

• I spearheaded the establishment of MoneyGram's regulated business in Europe, a Payment Institution, and provided a new governance structure for their non-European businesses, driving changes in legal, regulatory, tax and operating structures.
• The $10m programme involved the set up of a new regulated business, establishing governance structures, a new risk framework, setting up new legal entities for EU businesses, creating inter-company agreements, tax analysis, re-engineering and formalising operational processes, personnel transfers and managing communications with the team and staff.
• The regulated business was operational in 10 months.

MoneyGram International Ltd (M&A)

• I managed the acquisition and integration of 4 international businesses, with a value of $10m to $30m, in Spain, France and Benelux.
• I led the client team conducting due diligence of each business, working with corporate finance to establish integration plans and performance targets.
• I subsequently managed the operational integration of each business, liaising with regulators, managing staff transfers, deploying new business processes, rationalising real estate and deploying new IT systems. All 4 acquisitions were successfully integrated within 9 months.

Responsible for business development, client delivery and managing the sector P&L.

• Member of the global manufacturing team.
• Developed and implemented a strategy to grow sector revenues from £12m to £43m in 3 years.
• Led the successful delivery of a £15m programme, transforming the back-office operations for a UK defence agency. The project was completed in 18 months, yielding £8m in annual savings.
• Collaborated with Airbus to implement process improvements (using Lean Six Sigma) on the international assembly processes for the A400M, A320 and A330 aircraft, significantly enhancing operational efficiency.
• Designed a new operating model for a leading defence contractor, supporting through life management of key assets. This involved the adoption of new processes, organisational realignment, the introduction of preventative maintenance and a new set of process controls and reporting to provide continuous monitoring.

Provided industry expertise in global manufacturing clients, establishing trusted long-term client relationships through innovation and consistently delivering high-quality services.

• Led the process and technology transformation team that delivered process and technology changes required to support the move to a service-based model (power by the hour) in Rolls Royce.
• Member of leadership team responsible for delivering process improvements across HMRC, resulting in improved organisational performance.
• Partnered with the HR Director at Rolls-Royce to deliver a global HR shared service.
• Led multiple process improvement projects for various clients using Lean Six Sigma techniques.

Employed to lead the growth of HP Consulting through leverage of internal process excellence.

• UK Lead for the organisation & process improvement workstream in HP's global CRM project. Led the restructuring process required in sales and contact centres to support the global deployment of Oracle CRM.

• Led strategic business improvement projects in various areas in HP, Wellcome Trust and a Belgian payment services provider.
• Led a JV partnership with HP and Barclays that reached the final shortlist of a tender to set up and run the UK Government's Office for Government Commerce, leveraging e-procurement and payment technologies.
• Member of the leadership team tasked with managing the post-merger integration of Admiral and CMG, with responsibility for the organisation and process change workstream.

• Industry member of research team looking into lean construction led by Bath University.
• Defined and implemented new asset maintenance processes supported by GIS and GPS technologies, to improve asset management capabilities for outsourced road maintenance contracts. Delivered employee productivity improvements and reduced asset maintenance costs.
• Delivered 20% efficiency improvement in estimating processes via process changes and introducing a bespoke estimating application.
• Deployed a mobile materials management solution that delivered 20% reductions in waste materials.

• Graduate Training Scheme that delivered practical experience across business functions. Culminated in a role as a geotechnical design engineer.