Dave Johnson

WORK HISTORY

EDUCATION

SKILLS

ABOUT DAVE JOHNSON

Key skills • 27 years of programme & change management experience with a deep understanding of project methodologies. Combining exceptional organisation, planning and implementation skills • Proven financial and commercial acumen, with the ability to manage budgets, forecasts, and financials • Accomplished communicator, able to deliver clear and accurate information at all levels to make timely decisions • An expert in cultural, change and colleague engagement – successfully leading on business-critical programmes • Outstanding stakeholder management and the ability to shape/drive initiatives and lead change in large, fast-paced, and complex programme environments • Exceptional influencing skills and an experienced facilitator, evidenced through working with various businesses. Ability to persuade and influence others and manage conflicts • Proven record of leading both physical and virtual teams successfully to achieve shared objectives by displaying role-model behaviours and creating a collaborative environment - challenges with honesty and integrity • A self-motivator and strives to drive performance, ability to develop own skills-set and mentor others • Constantly challenges others and thinks outside of the box to achieve the maximum impact.Key achievements • Business transformation – The overall operating model was not fit for purpose. Lead on creating the new model, bringing together both the physical & virtual channels (circa colleagues). This resulted in a multi-skilled workforce, which enhanced the overall customer experience and improved SLAs from 78% to 92% • Global induction programme – There was an inconsistent induction journey, which meant poor colleague engagement. Managed multiple stakeholders and successfully delivered a global induction programme where circa colleagues per year experience a consistent induction – employee opinion scores rose from 65% to 78% • Leadership restructure - Branch leadership structure needed to be refreshed to drive business performance. Lead on the development/implementation of the new leadership model. leaders were impacted by the new structure with circa 500 leaders leaving the business, resulting in a £10m saving • Customer experience – The culture was driven towards mobile/online banking. Lead on changing the mindset of the colleagues to offer customers the Channel of Choice; allowing them to choose the most effective way they wish to interact. As a result, we saw an empowered workforce and employee survey scores rose from 69% to 75%.