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John Culleton

Director

Professional Experience

John is a senior director in the Digital and Business Performance Improvement practice and combines the experience and perspectives of market drivers, strategy, business, operations and technology, bringing these together and working with the exec, directors and key stakeholders across all organisational layers to determine operating models that embed sustainable competitive advantage. He has a strong collaborative approach, delivering ‘fit for purpose’ operating models and technology-enabled business change, translating business requirements into tangible, realistic program deliverables and outcomes.

His view is that strategy is the starting point, that strategy in an organisation must effectively combat competitor and industry disruption and set the bar. In turn that all aspects of strategy and operations must have measurable outcomes to ensure accountability and effective decision making. His approach is to understand the strategic objectives across an organisation, working to assess and challenge these in the context of sustainable and continuous competitive advantage and working with all key stakeholders to design and implement effective and responsive operating models, harnessing and integrating the key levers of:

  • Market Intelligence and Strategy; Customer Experience; Data and Data Governance; Content
  • Intelligent Automation; Analytics & AI; Organisational Alignment; People and Culture; Process; Technology; Innovation

A key aspect of John’s approach is deep stakeholder involvement from the beginning and continuously at all levels within the organisation, a clear strategy framework and blueprints for each of the above levers, leading to clear optimised business and operating models, roadmaps, milestones, business cases and realistic transformation plans.

Major Projects & Roles

Led end-to end-redesign of US global bank EMEA asset management operations working with senior exec and directors to document current strategy and direction, worked with business and IT and respective teams, defined current state business, operating models and technology models and undertook gap analysis to current strategy. In turn, adjusted strategy, assigned measures, built target state operating model blueprints aligned with adjusted strategy, produced business case, roadmap, plans. Proceeded to deliver revised business and operating model in alignment with revised strategy.

Led restructure of largest UK retail bank back-office operations covering six divisions. Involved understanding both Group and Divisional strategic and operational objectives, understanding competitor bank threats across each of the operating divisions from channels, product, service and delivery perspectives and developing new business and operational blueprints addressing market disruption, competitor threats and internal goals. Following a series of workshops across all levels of the bank the models were refined and integrated across the above levers, business case developed followed by deliver and change plans, in turn proceeding to implementation.

A Global energy company required to restructure its finance operations. This required a clear understanding of current strategy, business models, operating models, technology landscape. Led end-to-end current state assessments, revisions to current state models – and master data models, target state definitions, business case and plans. The approach adopted was to consider the global business as the internal customer and in turn markets as the external customers ensuring the following – “world class service, safety and delivery at optimal operating cost at all times”. Established Transformation CoE to drive the change program. Involved key stakeholders and direct reports in all stages of analysis and design blueprints for operating, business, technology and customer models, workflow simulations and impact assessments. Leveraged Intelligent Automation (OCR, RPA, AI, ML) sitting above core financial ERP’s to streamline operating models. A key part of success was the combined workshops for ensuring top-down alignment of operating and technology models with business priorities, producing integrated operating blueprints that all key stakeholders committed to.

Areas of Expertise

  • Strategy
  • Transformation
  • Operating Model Design and Build
  • Business Model Design and Build
  • Technology Models Design and Build
  • Strategic, Business, Technology Alignment
  • Digital/Technology
  • Stakeholder Management & Communications
  • Program Delivery
  • Program Governance

Industry Expertise

  • Financial Services
  • Technology
  • Energy
  • Commercial Real Estate
  • Manufacturing

Quals

  • MBA
  • Hons Degree IT/Accounting
  • HNC IT/Accounting