Barry Tuckwood
London, London
London, London
Barry Tuckwood is an accomplished independent consultant and project manager. With over 20 years experience working in various industries both in the UK and overseas he has demonstrable capability in leading and implementing large-scale, complex transformational change programmes involving multiple stakeholders.
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What do you love most about your job?
Freedom and variety: being able to work simultaneously for charities, good causes, academia and clients covering strategy, change and programme management, mentoring and coaching. Running workshops and facilitating development sessions. Presenting at national and international events.
What inspired you to start your own business?
In 1993 I was able to choose whether to return to mainstream roles in civil engineering, to obtain another role in a consultancy, or to work for myself. Working for myself and as an associate of other organisations seemed to offer the widest range of opportunities, as well as the autonomy I prefer.
Why should our clients choose you?
Clients should choose me because of the challenge they are facing and my intention always to provide the necessary support to meet their needs. I arrive with an open mind and can open clients to new ideas, changing the ways they work. This is part of my approach to ensuring long term success for their projects, for clients, their staff, their supply chain, and their customers.
This has been proven in diverse situations including
- a national data management programme developed from concept to rollout throughout England and Wales;
- a security programme; a strategy programme with the Royal Mail;
- a change management programme in a pharmaceutical;
- work as a Trustee for an international charity;
- membership of the Information Systems Panel for the Institution of Civil Engineers;
- and over 20 years working on Durham University Business School's MBA programmes.
Whatever the challenge, a preliminary discussion will be useful.
Project Manager
Project and Programme Management working on the basis that all projects must be aligned with the organisation's strategy. These skills are based on a background in construction which developed to include brownfield site development, a new oil refinery, and technical management of a specialist constractor. Previously with Ernst & Young, and independent since 1993, work has included education, data management, security, and strategy change projects in organisations such as Royal Mail, a phramaceutical, Anglian Water, Home Office, Borders Agency, Valuation Office Agency. and Local Authorities.
Process Review
Review of business processes to enable opportunities for improvements to be identified. Examples include: end to end review of data management processes, such as those required for customer and supplier data, required for interaction within and outside the organisation; detailed processes enabling front and back office requirements to be clarified, bringing improvements to all communications; and exchange of data for outsourced work in which there are multiple users and suppliers such as exist in construction and new information systems.
Strategy Development
Without a strategy, organisations are unlikely to develop the necessary shared goal for all employees, partners and suppliers. Their customers will be in doubt about what the company represents.
Developing that strategy is fundamental to ensuring that the whole of the supply chain meets or exceeds customer expectations.
We work with companies when creating planning their projects to fully understand the drivers for the company and their customers, ensuring that projects are fully aligned with the strategy, and that inevitable changes are built into the project plan.
Change Management
Change is continuous and inevitable in all organisations. Building change management into projects is a pre-requisite for success. Often, organisations think of technology as a solution to a problem. We find that it is more constructive to consider the people first, and their capabilities and aspirations.
We then consider the processes that are required as part of overall operations and service delivery. These lead to understanding of what needs to be done, what changes are required, and where the gaps are.
Technology is third, as an enabler.
Taking these three elements together and in that order - People Process Technology - enables us to work with our clients to include change management in their projects.
Risk Management
Creating and reviewing approaches to risk management at all levels of an organisation; ensuring that the risk management process meets the organisation's needs; creating and maintaining risk logs to fully identify the risks the organisation faces, detail mitigating measures, and identify the appropraite person to take responsibility for managing each of the risks.
