Core learning topics

Executive Alignment

to develop understanding of the project goals and objectives, identify current issues and obstacles that will hinder the change, and reach consensus on the actions required to facilitate execution and achieve results.

Change Management

to guide people through the change process.

Leadership Development

to guide the management team as they lead and achieve the stated objectives.

Front-Line Management

to educate managers on the behaviours, tools and techniques they need to effectively manage their work and their people, and improve performance.

We also offer a range of specialised education and coaching services to our clients:

  • Increasing Sales Effectiveness
  • Managing your Sales Team & Coaching for Improved Sales Performance
  • Lean Supply Chain Management
  • Negotiation Skills
  • Executive Coaching

 

The building blocks of success

elearning_segment

Click on the image above to see how eLearning can work for your organisation.  


eLearning – Why it can be successful for you

What is eLearning?

eLearning

  • Features a combination of leading-edge graphic design, audio elements, practical scenarios and simulations, assessments, dynamic reporting, and job-aids – enabling the learner to be a pro-active participant, and interact with and reflect on the learning content.

Job-focussed and outcome driven

  • Targeted and relag is more than just a delivery mode for training. It provides an integrated learning experience which supports the different learning needs and styles of people. It also provides the discipline and structure to ensure that the lessons are learnt – and over time internalised – to maximise the return on investment for your organisation. In addition, it give managers the visibility and control to support their people’s development. eLearning works well for the contemporary workforce, and is applicable to a wide range of topics from regulatory/compliance to technical skills through to interpersonal/behavioural programs.

The building blocks of success

eLearning should be:

Engaging

  • Designed and written in a high quality manner, with key learning points presented in a variety of ways to keep the learner interested.

Interactive

  • Features a combination of leading-edge graphic design, audio elements, practical scenarios and simulations, assessments, dynamic reporting, and job-aids – enabling the learner to be a pro-active participant, and interact with and reflect on the learning content.

Job-focussed and outcome driven

  • Targeted and related to the role of the learner.
  • Learning content and presentation designed to best match the particular learning outcomes.
  • Contains practical learning scenarios, simulations and assessments to help learners relate these back to real-life situations, and test their understanding.
  • Learning is delivered ‘just-in-time’ – accessible to learners when they need it, even after they complete the eLearning module.

Scalable and cost-effective

  • Increase geographical spread, with learning delivered at any time and any place.
  • Reduce your costs in terms of expenses typically associated with facilitator-led training e.g. participant travel.

Integrated

  • Job-aids that can be downloaded and printed so learners can use these and apply the learning back into their day-to-day activities.
  • Supported by facilitator-led sessions and on-the-job coaching to reinforce learning and improve individual capability, thereby establishing the foundation for sustainable behavioural change.

Click here to see how eLearning combines all these building blocks and can work for your organisation. Want to know more? Contact us at: elearning@coxswainalliance.com


What makes a great place to work? The key factors of employee engagement

  • The Gallup Organization* have conducted empirical research with more than 1,000,000 employees worldwide.
  • This in-depth analysis of employee attitudes across industries, cultures and business cycles has demonstrated that 12 key areas consistently differentiate the top-performing organisations from the average and low-performing ones.
  • These 12 areas closely capture employee perceptions of their workplace environments and form the basis of the “12 Elements of Great Managing”.
  • These 12 Elements of Great Managing are important factors of driving employee engagement.
  • Having engaged employees contributes to real business outcomes that impact the bottom line.
  • Every one of these 12 Elements of Great Managing was found to be linked to at least one of the four business outcomes: productivity, profitability, retention and customer satisfaction.

12-elements
* For over 60 years, The Gallup Organisation has been a world leader in the measurement and analysis of opinions, attitude and behaviour. The Gallup Organisation has been engaged in employee management and research for more than 30 years.
Source: The Gallup Organization

Coxswain Alliance

Coxswain Alliance is an operational improvement consulting firm. We work directly with our clients – at all levels – to improve their business performance. We do this through tailored solutions, built around your needs. Whether it is tonnes, throughput, costs, service levels, transactions times, our focus and experience is on the successful execution and sustainable implementation of changes to the way in which an organisation delivers their products and services. We help our clients navigate the process of change required to identify and convert opportunities within their operations to actual business benefits and desired results – and maintain the changes.

Formed in 2009, Coxswain Alliance was established by a core group of operations consulting professionals to provide a broad range of consulting services, with a focus on how to work effectively within the Australian and Asia-Pacific context. Our people have extensive corporate managerial and consulting experience, including over 150 years of combined experience within a global operational consulting firm.

We combine our technical consulting expertise in business improvement and wide industry experience with your business knowledge and objectives to rapidly develop and deliver sustainable improvements.

Why we’re different

Our ability to tailor our processes and solutions to fit your specific needs distinguishes Coxswain Alliance. Our flexibility combined with our deep experience ensure that the way we approach an engagement delivers the most appropriate outcome for you,the client. We leverage a range of methodologies – but are not a slave to them. We recognise what you have achieved, what works within your environment and culture as well as what needs challenging. We seek to leverage your skills and experience and tangibly partner with you and your people to deliver a process that grows your organisation’s and your people’s ability to deliver change and business improvement.

We also understand that significant change programs are often an uncomfortable experience for an organisation. We are confident – from our past engagements – that our approaches deliver an experience that your people will regard as authentic, engaging and delivering on what has been targeted.

Core services

Every organisation and industry is different. Every organisation has nuances specific to their own industry – so there can be no template solution. But there are some fundamental issues that affect all organisations when faced with leveraging greater productivity. Our core services address these fundamental issues. Your solution may require a combination of some or all of our services. Let’s talk about your immediate issues – with an eye on your big picture.

Sector results

Results are important, they speak volumes. However, the journey getting to the results is just as important. The organisation remembers the journey long after the benefits. Just talk to our clients who have ‘lived’ thru a Coxswain Alliance project. Their consistent feedback is that the Coxswain Alliance installation project journey is important factor in achieving sustainable bottom line results.

The kind of results our clients expect are varied – there is no such thing as a typical project. We deal in both the hard and soft results, the tangible and the intangible. The calibre of our people and the strength of our methodologies enable Coxswain Alliance to deliver on both types of results. Installation is about changing the status quo, and realising improved results. A significant number, perhaps as much as 70%, of change programs fail to deliver projected results. What should you be looking for in a consulting partner to help you deliver improved results?

Financial Services
Resources
Hospitality
Healthcare
ICT
Utilities
Infrastructure (PE Venture)
Automotive
IT & Construction
Topical issues

Click here to see stories from some of the people we have worked with over the years – or to tell a story of your own.

 

 

 

Making change happen

Making change happen is more than just sound theory. It requires an ability to translate this to action. Here we explore some topical issues, focussing on pragmatic execution. Should you wish make a comment on these topics or to know more, please send us a message at contactus@coxswainalliance.com.

Learning

Coxswain Alliance offers learning solutions that are targeted at developing your people to enhance their capabilities and drive the desired behaviours for your organisation. Our learning solutions are underpinned by the key factors of employee engagement . These have been proven to be linked to tangible business outcomes productivity, profitability, retention and customer satisfaction.

We use a blended approach to learning. This combines the benefits of different methods, techniques and resources to create an optimum program for your organisation, whether it be facilitator-led sessions, eLearning, on-the-job or a combination of all of these. Blended learning enables us to:

  • Have the flexibility to tailor our learning solutions to address your specific needs.
  • Be versatile with the delivery of our training and education to enhance the impact of the learning we offer to your organisation.
  • Maintain a constant focus on the expected standards of performance (results and behaviour) on an ongoing basis.
  • Reinforce and leverage from existing programs in your organisation.

A key component of our approach is eLearning. We deliver a highly effective and different eLearning experience as part of a holistic, integrated training and education program.

Contact us

AUSTRALIA

Coxswain Alliance Pty Ltd
Level 1
483 Riley Street
Surry Hills NSW 2010
Australia
T  +61 2 9318 6456

Contact Jonathan Clegg
M  +61 401 556 594
jclegg@coxswainalliance.com

Contact Peter Braithwaite
M  +61 412 207 542
pbraithwaite@coxswainalliance.com

Coxswain Alliance
  • WHAT
    • 7 core services for leveraging greater productivity
  • HOW
    • Proven methodologies for achieving sustainable operational improvement
  • WHO
    • Bringing the right experience
  • Tell
    • Share your experience of improved work practices

 

Our people

EVERY client we have – from the long term to a prospective client – wants to know ‘who will be on the team?’ We know that people are frequently the differentiator between good projects and not so good ones, between successful companies and not so successful ones. That is why we place an emphasis on ensuring that we have the best people and deploy them in a manner which best suits our clients’ needs.

Our people are a critical differentiator. With combined consulting experience of over 150 years, this team has a demonstrated track record of working collaboratively with their clients to effect change successfully. While each of our team has their own skills and expertise, it is through our combined efforts, in partnership with you and your team, that we work as a high performing team and achieve the best results for your organisation. You can learn more about the Coxswain Alliance team from our resumés below, and see for yourself what other people say about working with us.

Who we are not

Let us be clear: we do not carry the baggage that many other firms seem to carry. Forget the anonymous blue suited, callow youth brigade, carrying briefcases filled with THE prescription for your ills – which you will be required to swallow, as they know best!

Alliance partners

We have built relationships with a range of organisations that complement our ability to deliver to a range of needs of our clients. Rather than seeking to be ‘all things to all people’, we recognise that at times we need to work with other groups to deliver to your needs. Go to Alliance Partners to read about our partner relationships

Our people

EVERY client we have – from the long term to a prospective client – wants to know ‘who will be on the team?’ We know that people are frequently the differentiator between good projects and not so good ones, between successful companies and not so successful ones. That is why we place an emphasis on ensuring that we have the best people and deploy them in a manner which best suits our clients’ needs.

Our people are a critical differentiator. With combined consulting experience of over 150 years, this team has a demonstrated track record of working collaboratively with their clients to effect change successfully. While each of our team has their own skills and expertise, it is through our combined efforts, in partnership with you and your team, that we work as a high performing team and achieve the best results for your organisation. You can learn more about the Coxswain Alliance team from our resumés below, and see for yourself what other people say about working with us.

Who we are not

Let us be clear: we do not carry the baggage that many other firms seem to carry. Forget the anonymous blue suited, callow youth brigade, carrying briefcases filled with THE prescription for your ills – which you will be required to swallow, as they know best!

Alliance partners

We have built relationships with a range of organisations that complement our ability to deliver to a range of needs of our clients. Rather than seeking to be ‘all things to all people’, we recognise that at times we need to work with other groups to deliver to your needs. Go to Alliance Partners to read about our partner relationships

Resumés
  • Jonathan Clegg
    Jonathan Clegg
  • Peter Braithwaite
    Peter Braithwaite
  • Greg Bull
    Greg Bull
  • Lain Baigent
    Lain Baigent
  • Damian Dent
    Damian Dent
  • James Doctor
    James Doctor
  • Sam Feltaous
    Sam Feltaous
  • Iain Kelly
    Iain Kelly
  • Trevor Harris
    Trevor Harris
  • Peter Laumets
    Peter Laumets
  • Simon Lum
    Simon Lum
  • Maree Mullins
    Maree Mullins
  • Sheila Nguyen
    Sheila Nguyen
  • Andrew de Oliveira
    Andrew de Oliveira
  • Justin Osmotherly
    Justin Osmotherly
  • Charlie Roach
    Charlie Roach
  • Caty Scott
    Caty Scott
  • Stas Tsaloukis
    Stas Tsaloukis
  • Melissa Wilkinson
    Melissa Wilkinson
  • Philip Wong
    Philip Wong
  • Chris Yates
    Chris Yates
Jonathan Clegg

E: jclegg@coxswainalliance.com

  • Consulting Engagement Leader with sixteen years experience in Operational Consulting in Australasia, South Africa, USA, Europe and Asia.
  • Strong focus on engaging consulting work, analysing business issues and delivering project results with business improvement teams.
  • Capabilities include Change Management, Operational Excellence, Six Sigma, Lean Manufacturing, Process Re-engineering, Leadership Development & Alignment, Capability Maturity Modelling and Balanced Scorecard Implementation.

Experience

  • Underground and Open Cast Mining: Gold, coal, nickel
  • Heavy Manufacturing: Structural steel, pulp and paper, packaging – secondary, smelter and foundry operations, nickel concentrating, alumina refining, aircraft manufacture
  • Maintenance: Mining and heavy industry
  • Health: Safety Environment Community, OHS
  • Light Manufacturing: Food, wine, confectionery, poultry, dairy and ice cream, baked goods, seafood, swimwear and underwear, clothing and sportswear
  • Printing and Packaging: Primary, coatings (paint and PVC, adhesives)
  • Financial Services: Insurance, banking, financial planning, call centres
  • Telecommunications: Fixed line and mobile
  • Transport: Yellow Fleet, rail operations, long distance trucking
  • Retailing: Fast Moving Consumer Goods (FMCG), fashion, postal and agency business
Peter Braithwaite

E: pbraithwaite@coxswainalliance.com

  • Consulting Engagement Leader with twenty years international experience in Operational Consulting and Management in Australasia, USA, South Africa, Asia and the Pacific
  • Strong focus on client engagement and relationship building, leading teams to install sustainable changes. Skilled in responding to client cultures and business needs, with demonstrated strength in collaborative approaches.
  • Capabilities include Change Management, Operational Excellence, Process Re-Engineering, Leadership Development & Alignment, Capability Maturity Modelling and Balanced Scorecard Implementation.

Experience

  • Financial Services/Services: Back office processes, call centre functions, outsourced business services, targeted media, engineering and design, gaming and wagering
  • Resources/Mining: Underground and open cast mining – coal, lime, gold
  • Heavy Manufacturing: Iron and steel production, coal powered energy generation and associated maintenance, materials preparation and handling, procurement and purchasing functions
  • Sales: Fast moving Consumer Goods (FMCG), consumer, industrial, business equipment, pharmaceuticals
  • Supply Chain: Automotive industry, airline catering
  • Light Manufacturing: Food, confectionery, seafood, packaging, automotive, bolt-making, airline catering, warehousing, pharmaceuticals
  • Healthcare: Hospital medical/surgical, pathology, clinics, imaging
  • Logistics: Postal services – collection, sorting, delivery
  • Telecommunications: Internal processes
  • Retail: Retailing, postal services
Greg Bull

E: gbull@coxswainalliance.com

  • Senior Consultant with 20 years industry experience implementing enterprise-wide change initiatives.
  • Track record in leading complex business process improvement, sustainable behavioural change and implementing large scale IT systems projects across all organisational levels.
  • Experienced in implementing large migration & centralisation projects for both business support services and IT systems across Australia, NZ, Japan, Hong Kong, Thailand and Singapore.
  • Collaborative approach, leading and developing large cross-functional teams, working alongside clients as a mentor and coach.
  • Capabilities include Change Management, Project Management, Stakeholder Management, Coaching, Training, Business Diagnostic, Strategy and Planning.

Experience

  • Financial Services and Insurance: Account services, banking and receipting, credit operations, call centers, claims processing, customer service, new business and underwriting
  • Heavy Manufacturing: Pricing process development, deployment and management, Strategy, IT Systems implementation, Business Process Improvement, Change Management.
  • Retail: Multi-Site Operations Management, Policy & Procedures Development and Deployment, Project Management, POS system roll-out, Training, Sales & Marketing.
  • Franchising: Business Development, Franchise Development, Training, Marketing.
Lain Baigent

E: lbaigent@cosxwainalliance.com

  • 12 Years consulting experience in business analysis, project design and project implementation in Australasia, Africa and North America
  • 8 Years experience in finance and accounting focussing on business performance in private and public Australian firms.
  • Capabilities include strategy evaluation and development, governance implementation, organisational analysis, project design, project management, board advisory & leadership coaching, metric and measurement systems.

Experience

  • Resource & Heavy Industry: Nickel concentration, underground copper and gold, open cut coal, coal power generation, remote power systems
  • Retail: Automotive parts, grocery retail
  • Financial Services: Banking information systems, health insurance claims processing
  • Manufacturing: Medical devices, food and beverage, cosmetics, contract injection moulding, pre-fab housing, specialised vehicles, recreational vehicles, consumer products, building products, jetties, cabinet making, manufacturing equipment
  • Health: Dentistry, podiatry
  • Aerospace: Rotary wing modification
  • Services: Safety inspections, mining services, wagering call centre, training
  • Transport: Couriers, General freight, heavy transport, flight catering.
Damian Dent

E: ddent@coxswainalliance.com

  • Strategic, practical and personal consultant with twenty years experience managing people and projects in Financial Services, Outsourcing and Offshoring, Logistics and Supply Chain Management, and Hospitality.
  • Brings an analytical and consultative approach to challenges with deep experience in operations, process improvement, change and risk management.
  • Capabilities include project management, strategy and operating model design, process improvement, change management, coaching, business case development and risk management.

Experience

  • Financial Services and Insurance: Banking, insurance, wealth management, finance, call centres, business continuity, and procurement
  • Outsourcing: 3rd party contract service management, governance, remediation
  • Offshoring: business transformation planning and delivery
  • Logistics and Supply Chain Management: end-to-end management of fresh produce (procurement, warehousing, logistics, sale), business start-up, transformation
James Doctor

  • Five years working with businesses in Australia and the USA with experience across professional services, education, hospitality & government.
  • Strong focus on leadership development amongst millennials to improve on-boarding processes , staff engagement and team capabilities.
  • Core competencies include sales management, leadership development emotional intelligence, behavioural change, facilitation, training and coaching

Experience

  • Sales: management, business development, Customer relationship management, call centre, account management and training
  • Coaching and mentoring: self management, behaviour change, soft skills, conflict resolution and personal development
  • Leadership development: learning and development, digital learning, strength based training, behavioural profiling and on-boarding programs
  • Education: Masters in Education (Learning & Leadership) and Bachelors Sports Studies in Business.

  • Football fanatic and enjoys waking up at insane hours to watch Liverpool FC
Sam Feltaous

  • Project and Change Manager with over 14 years of experience in Operational Consulting in Australasia, leading projects that delivered significant business performance improvements and transformations.
  • Demonstrated capability and success in analysing organisational issues, partnering with clients to co-develop solutions that meet the business’ needs, linking the change initiatives to the program, guiding the installation and achieving project outcomes with measurable benefits.
  • Capabilities include Project Management, Change Management, Operational Excellence, Six Sigma, Lean Manufacturing, Process Re-engineering, Management Systems, Strategic Procurement, Auditing, Post Implementation Reviews, Project Economics and Business Planning.

Experience

  • Financial Services/Services: Life insurance, claims, superannuation, funds management, call centre, customer service
  • Resources/Mining: Copper, coal, Iron, Aluminium processing and wash plants and associated maintenance
  • Heavy Manufacturing: Structural steel, coating and foundry operations, Aluminium extrusion and associated maintenance, maintenance support, procurement, inventory management
  • Light Manufacturing: Bottling, closures, packaging, dairy, warehousing, biscuits, Pulp and paper, corrugated cardboard manufacturing
  • Government: Tax and rates collection, Water Management, Rail Maintenance, Water Treatment and distribution.
  • Oil & Gas: LPG/LNG processing, business analysis and project economics
Iain Kelly

E: ikelly@coxswainalliance.com

  • Consultant with extensive, long term experience working in large and diverse multinational organisations in Australia & Asia Pacific.
  • Twenty years experience working collaboratively with stakeholders and delivering sustainable business improvement results.
  • Capabilities include Business Development, Business Analysis, Change Management, Project Management, Business Planning, and Coaching.

Experience

  • Heavy Manufacturing: Pricing, Distribution, Planning & Analysis, Project Management
  • Human Resources: HR Processes, Training & Development
  • Retail: Sales & Marketing, Project Management, Multi-Site Operations, Customer Service, Call Centre Management
  • Wholesale Distribution; Supply Chain Management, Logistics, Operations Management
Trevor Harris

E: tjharris@coxswainalliance.com

  • An integrated engineer and front line manager who brings analytical reasoning, business understanding and leadership development to teams in order to ensure sustainable impact.
  • With 7 years’ experience in Heavy Engineering and Line Management within the Chemical & Energy industry.
  • Capabilities include Process Development, Process Design & Commissioning, Process Operation & Optimisation, Business Modelling, Planning & Scheduling, Asset and People Management, Change Management, Leadership Development, Business Administration and Strategy.

Experience

  • Engineering: Business Development & Implementation, Plant Optimization, Management of Change, Root Cause Analysis, Value Chain Optimization.
  • Manufacturing: Inventory Management, Production Scheduling, OH&S, Project Management, Continuous Improvement, Asset Health Monitoring Systems, Work Management Systems.
  • Insurance & Aviation: Strategic Market and Product Development.
  • Lecturing: Reactor Technology.
  • Education: Masters of Business Administration, Bachelors of Science (Chemical Engineering)
Peter Laumets

E: plaumets@coxswainalliance.com

  • Project Manager with eleven years experience in Operational Consulting in Australasia, USA and Europe, focussed on analysing business issues and delivering project results with improvement teams and client management.
  • Analyst with eighteen years experience in Corporate focusing on Business Development, Project Economics and Business Planning.
  • Capabilities include Project Management, Change Management, Operational Excellence, Six Sigma, Lean Manufacturing, De Bono Six Hats Thinking, Process Re-engineering, Management Systems, Strategic Procurement, Auditing, Post Implementation Reviews, Business Development, Project Economics and Business Planning.

Experience

  • Resources/Mining: Copper, coal, nickel, wash plants and associated maintenance
  • Heavy Manufacturing: Structural steel, smelter and foundry operations, nickel concentrating, coal powered energy generation and associated maintenance, aircraft manufacture, maintenance support, procurement, inventory management
  • Light Manufacturing: Bottling, closures, packaging, dairy, seafood, warehousing, biscuits
  • Financial Services/Services: Health /life insurance, claims, banking, call centre, customer service, gaming/wagering
  • Transport: Long distance trucking, routing
  • Government: Harvest readiness, mail distribution
  • Oil & Gas: LPG/Ethane trading and marketing, business development, business analysis and project economics
  • Sales: Wholesale petroleum marketing & distribution
  • Automotive: Imported parts procurement
Simon Lum

E: slum@coxswainalliance.com

  • Business Engagement Lead in Malaysia with 18 years experience in Operational Consulting, demonstrated success in consulting work, analysing business issues and delivering project results with improvement teams and client management.
  • Skill set includes Project Management, Change Management, Operational Excellence , Lean & Six Sigma, Maintenance Excellence, Process Re Engineering, CMMS, Management Systems, Call centre management, Supply chain management.

Experience

  • Mining: Copper / Coal / Nickel / Gold / Maintenance
  • Heavy Manufacturing: Structural steel / Smelter and Foundry Operations / Nickel & Copper Concentrating / Aircraft Manufacture / Maintenance support / Ship Building / Aircraft Maintenance / Forest Products / Cement
  • Light Manufacturing: Bottling & Canning / Bakery & Food Production / Packaging / Dairy / Electronics / Warehousing & Distribution / Biscuits & Cakes
  • Financial Services: Health & Life Insurance / Claims processing / Banking Back Office Operations / Call centres / Customer service
  • Transport: Fleet Management & Maintenance / Scheduling
  • Retailing: FMCG / Supply Chain / Customer Service / Sales force management
  • Power generation: Maintenance / Procurement / Inventory management
  • Government: City Hall Transactional & Operational Excellence
Maree Mullins

E: mmullins@coxswainalliance.com

  • Over twenty years experience as a facilitator of change in both corporate and public sector organisations in Australia and Asia. This includes leading project teams in healthcare, energy and manufacturing sectors on ‘whole of company’ change initiatives involving restructuring, culture change, process change and/or new system implementation.
  • Strong focus on Change Management initiatives from scoping needs, designing and developing material to implementation.
  • Capabilities include Change Management, Stakeholder Management, Process Reengineering, Employee Skills Training and Business Improvement.

Experience

  • Automotive: Business process re-engineering
  • Financial Services/Insurance: Change management, transformation of back office services, teller sales training, customer service
  • Healthcare: Re-structure for commercialisation (surgical)
  • Infrastructure: Re-structure for commercialisation (power utility), accounts receivables (rail service)
  • Light Manufacturing/Packaging: Waste/yield management, portion control
  • Manufacturing: Waste/yield management, quality control
  • Mining: Operational safety, waste/yield management, change management for new system implementation
  • Retail: Sales and customer service training
  • Services: Change management for new system implementation, customer service training
Sheila Nguyen

Dr Sheila Nguyen has had several learning opportunities in life (aka missteps & mistakes), and as a result, she is continually motivated to do things better over time.  As a firm believer in the aphorism, ‘a rising tide lifts all boats,’ she enthusiastically shares her love for learning with others so that everyone will lift to ‘their own greatness.’

Her learning opportunities came from working with licensing/marketing (PGA Tour, USA), corporate consulting (William Morris Agency, Beverly Hills, USA), and as part of the broadcasting team at the 2010 Asian Games (Guangzhou, China) with clients such as NHK, Al-Jazeera, KBS, and CCTV. Sheila is a member of Baseball Victoria’s Board of Directors and is part of the Committee for Melbourne business leadership program. She is Leadership in Energy and Environmental Design (LEED) Green Associate certified (since 2011) and recently passed her National Australian Built Environment Rating System (NABERS) assessor exam.

Her adrenaline comes from being the Director of the Master of Business (Sport Management) Program at Deakin University (Melbourne, Australia) and in her role as the Executive Director of Sports Environment Alliance (SEA), a not-for-profit organisation dedicated to leading, educating and empowering the sport industry and its partners in ecological consciousness. 

She enjoys moonlighting as a Coxswain Alliance team member!

Andrew de Oliveira

E: adeoliveira@coxswainalliance.com

  • Passionate and engaging consultant with twenty years global experience in senior business line management.
  • Track record in leading and developing large and diverse teams through significant change, including migration and consolidation of IT systems and business support services across multiple markets.
  • Capabilities include Business Development, Call Centre Operations, Sales and Marketing, Corporate Planning and Strategy, Stakeholder Management and Change Management.

Experience

  • Downstream Oil: Network Development, Operations, Fuel Card Programs and Systems, Planning and Strategy
  • Financial Services: Operations, Call Centre, Business Development, Relationship Management, Card/Payment Systems and Processes
  • Franchising: Sales and Marketing, Franchise Development
  • Retail: FMCG, Multi-site Operations, issuing and acquiring of Credit Card Payments, Loyalty Programs
Justin Osmotherly

E: josmotherly@coxswainalliance.com

  • Consultant with seven years experience improving the operations of large multinational and government owned corporations in Australia, U.K, Germany and China.
  • Proven communication and analysis skills with solid experience gathering requirements, facilitating workshops, and designing solutions to generate value for stakeholders through a collaborative approach.
  • Experienced liaising between business and technology departments to enable and deliver operational efficiencies through streamlining product offerings, improving processes and aligning incentives to desired management behaviours.
  • Capabilities include process mapping, process improvement, organisational change, product management, due diligence management, decision support, procurement management, financial modelling and training.

Experience

  • Utilities: Trading, Wholesale/Retail transfer pricing, Billing, Operations, IT, Sales and Marketing, Corporate Finance
  • Energy: Venture capital strategy, Innovation Strategy
  • Chemicals: Sustainability strategy
  • Fashion: Market entry strategy
  • Financial Services: FX back office processes, Check processing, Corporate Actions, Share registry call centre
Charlie Roach

E: croach@coxswainalliance.com

  • Consultant with over 20 years’ international experience across multiple industries in senior and executive management and consulting roles.
  • Compelling leadership skills, sound commercial acumen and strategic thinking have contributed to a solid track record of significantly improving business outcomes and robust people development.
  • Capabilities include Project and Change Management, Management Systems Design, Process Improvement, Organisational and Leadership Development.

Experience

  • Contact Centres: Outsourcing and In-House, Workforce Management, Vendor Management, Operations, Sales and Customer Service, Shared Services Management (Quality Assurance, Contracts, Procurement), Client Relationship Management, Project Management, Technology, new business acquisitions
  • Product Distribution: FMCG, Industrial Products, Scientific Products.
  • Insurance, Technology Services, Telecommunications, Education, Energy, Retail.
Caty Scott

E: cscott@coxswainalliance.com

  • A strategic advisor and project manager with 17 years experience in top tier banks and professional services consulting.
  • Chartered Accountant with an ability to lead teams and strategic change programs across a range of banking services (retail, business, institutional and markets, wealth management, treasury, finance, and security).
  • Brings a consultative practical approach to resolve business challenges and a strong commercial acumen with deep experience in strategy, process improvement, finance and risk management.
  • Capabilities include project management, strategy and operating model design, process improvement, change management, coaching, business case development and risk management.

Experience

  • Financial Services: banking, insurance, wealth management, finance, call centres, business continuity, and procurement
Stas Tsaloukis
  • 25 years in Business Unit, General Management and B2B Industrial Sales leadership roles in Australia.
  • Track record of highly effective stewardship of complex, technically focused businesses for major corporates, meeting sales, operational and HSE objectives.
  • Experience in leading transformational change – managing business restructures and acquisitions, achieving sustainable HSE improvements and directing business activities into more productive and profitable areas. Development of national customer service KPI’s to refocus branch level activity to meet customer retention targets and digital marketing initiatives
  • Values driven, collaborative management approach, with a focus on developing cross functional teams to improve co-ordination business effectiveness.
  • Capabilities: Business Diagnostics and Analysis, Strategy and Planning, Change Management, Project Management, Stakeholder Management, Process Re-Engineering, Balanced Scorecard Implementation, Coaching and Mentoring front line managers.

Experience

  • Downstream energy industry: Operations and Sales.
  • Sales: National and Regional B2B industrial sales: selling into SMEs through to corporates (transport, mining, manufacturing, retail).
  • Supply Chain: Bulk hazardous liquid and packaged goods transport.
  • Development of, and improvement in, customer facing Policies and Procedures
  • Health, Safety, Environment, OHS
  • ISO 9001 Customer Service Management system
  • ISO 14001 Environmental Management system
Melissa Wilkinson

E: mwilkinson@coxswainalliance.com

  • Senior Consultant and Project Leader with ten years consulting experience working on projects ranging from organisational redesign, IT strategy, employee engagement and cultural change.
  • Demonstrated success in analysing the client organisation, partnering with clients to develop solutions that meet the business’ needs and delivering project outcomes to achieve measurable benefits.
  • Capabilities include Change Management, Operational Improvement and Excellence, Facilitation and Training, Coaching, Organisational Development, Learning and Development, Project Management.

Experience

  • Financial Services: Back office processes, customer services
  • Healthcare: Medical centres, pathology, imaging, clinical trials
  • Human Resources: HR processes, learning and development, organisational development
  • IT: IT strategy
  • Manufacturing: Fast Moving Consumer Goods (FMCG) – pulp and paper
  • Resources/Mining: Bauxite, alumina
  • Retail: Multi-location retail stores, multi-location light industrial/co-operative
  • Sales: FMCG
Philip Wong

E: pwong@coxswainalliance.com

  • Senior Consultant and Project Leader with over ten years professional experience in military, pharmaceutical, biotechnology and resources sectors.
  • Frontline management experience in manufacturing, services and military environments.
  • Currently a serving officer in the Australian Army Reserve having held both leadership and instructional postings.
  • Capabilities include Operational Analysis, Process Mapping, Operational Excellence, Training, Coaching, Leadership Development, Strategy Development, Change Management, Quality Management, Pharmaceutical Research & Development, Team & Project Management

Experience

  • Financial Services and Insurance: Back office processes, call centers, claims processing, customer service, new business and underwriting
  • Healthcare: Cord blood banking, cold chain logistics and distribution, medical laboratory services, clinical trials, QC/QA systems, research and development
  • International Aid/Development: Capacity development, strategic communication, liaison, impact assessments
  • Manufacturing: Pharmaceuticals, Quality systems development and management
  • Military: Operations planning, operations evaluation, command, training and instruction, civil-military co-operation, civil-military liaison
  • Resources/Mining: Open cut mining, drilling and blasting, coal processing, alumina refining
  • Services: Analytical laboratory services, community relations, emergency services, environmental services, human resources
  • Utilities: Electricity, water
Chris Yates

E: cyates@coxswainalliance.com

  • Consultant with ten years professional experience in operations management in financial services environments including superannuation, insurance, managed investments and employee share schemes.
  • Strong track record in leading business process redesign initiatives leading to reduced costs and improved business performance.
  • Strong analysis and strategy skills with experience in application to improve operations performance in the areas of cycle times, quality, productivity, customer service and satisfaction.
  • Capabilities include Leadership, Coaching, Leadership Development, Strategy Development, Management Operating Systems, Process Improvement, Change Management and Project Management.

Experience

  • Financial Services: Administration, relationship management, call centre, document management, remediation
  • Education & Training: Secondary education
  • Television Production: Directing, producing
Test Home
  • WHAT
    • 7 core services for leveraging greater productivity
  • HOW
    • Proven methodologies for achieving sustainable operational improvement
  • WHO
    • Bringing the right experience
  • Tell
    • Share your experience of improved work practices
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Upcoming Event

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Back Office Processing | Management Operating System Implementation

Task – Back Office Processing | Management Operating System Implementation

Result – 25% reduction in labour costs with concurrent service performance uplift from “Day 3” to “Day 1” processing and 40-75% reduction in overdue volumes.

Implement a consistent approach to managing the back office operations across two recently merged financial services organisations.

Project activity involved:

  • Building an understanding of the work and associated work performance standards.
  • Establishing an active and engaged management behavioural model that ensured frontline managers had greater visibility and control of the work.
  • Implementing pragmatic visual management solutions across all teams, providing improved awareness and transparency of team performance to all managers, team members and stakeholders “on the floor” using consistent and operationally tangible metrics across all teams.
  • Developing a Management Operating System model and technical elements from foundation principles that integrated with extant client reporting systems and support structures, whilst being “fit for purpose” across diverse areas ranging from administration to underwriting and claims assessment – areas historically seen as being “too technical” to be managed through an operations management paradigm.
  • Implementing the established Management Operating System model in operations teams as well as complementary training of relevant shared services/supporting teams in the model.
  • Supporting the client organisation across all aspects of change management through an integrated project approach involving client-management leadership, heavy communications and workforce engagement across all organisational levels.

Insight – Achieving consistency in the approach to management of an organisation’s operations drives greater performance improvement than detailed tailoring of technical elements to fit every nuance in every area.

Back Office Processing | IT Implementation

Task – Back Office Processing | IT Implementation

Result – Local management provided with a plan of action to target changes.

New IT tools full capability was not completely understood, nor the effort required for a successful roll out.

Project activity involved:

  • Leveraged previous work and installed management behaviours to evaluate new system’s ability to deliver on business need.
  • Aligned assessment of current state of rollout and the areas of greatest risk.
  • Gap analysis of management behavioural interaction needs and system capability.
  • Assessed ability to provide accurate and timely KPI’s and relevant to process management.
  • Action plans to mitigate or address the risk in the short and medium term.
  • Ability to liaise with vendor on the specifics of what needed to be done to bed down the installation.
  • Clarity on the need for backing behavioural models and operational KPI’s to ensure continuation of the process performance gains made to date.

Insight – Never lose sight of other or previous initiatives. Aligning new initiatives to previous intent/outcomes sends a powerful message.

Processing | Throughput Improvement

Task – Processing | Throughput Improvement

Result – 10% improvement in throughput in 11 weeks.

Coal Handling & Preparation Plant [CHPP] was regarded as a bottleneck in a complex, multi-mine value chain.

Project activity involved:

  • Working with management to position them to lead the program – communicate vision, drive urgency and ensuring personal involvement.
  • Implementing change where the work occurs – engaged all levels of the workforce in the project activity to alter entrenched behaviours and attitudes.
  • Standardising work practices across management levels and crews.
  • Leveraging the value chain information, and installing visual management techniques.
  • Re-tooling IT systems to capture information simply for Root Cause Analysis and Reliability Engineering. Revised physical reports and the review cycle to ensure relevant information was obtained on a short interval basis to enable rapid decision-making.
  • Training and coaching of Supervisors and Superintendents, providing them with the skills to engage and direct their people in a more consistent and effective manner.
  • Re-defining roles and responsibilities to clarify what is expected from each management level.

Insight – Rapid change and improvement made possible by ensuring high workforce engagement – working with the business, not to the business.

Processing | Throughput Improvement

Task – Processing | Throughput Improvement

Result – Ability to meet expanding customer demand, estimated $16m value.

Increase the production of export quality, premium grade coal by optimising processing capability.

Project activity involved:

  • Setting the organisational environment for changed work practices.
  • Engaging the broader organisation and drawing on their support to operationally improve the processing unit. This involved logistics, maintenance and technical services.
  • New tools were introduced, requiring different behaviours, levels of scrutiny and problem solving.
  • Requirements for increased efficiency and utilisation became apparent to the teams & superintendent – resulting in skills training and coaching.
  • Upstream supply was integrated into decision making and communication increased.

Insight – Behavioural focus enhances technical improvements.

Open Cut Coal | Equipment Strategy & Utilisation

Task – Open Cut Coal | Equipment Strategy & Utilisation

Result – Validation of resource utilisation assumptions and drivers.

Independent fact based assessment of haul truck utilisation and manpower scheduling to assist alignment of HO and site management.

Project activity involved:

  • Investigation of current situation and understand causal factors.
  • Reviewing and defining optimal work practices, standards and management methods to minimise impact of variable utilisation upon 1) mine planning and 2) the effectiveness of the dispatch function, the standards used and the triggers for response/action.
  • Reviewing/developing a working resource model, complete with assumptions and allowances to facilitate the determination/validation of drivers of resource requirements whilst optimising cycle time, availability, reliability and utilisation.
  • Understanding the drivers of utilisation variability, its impacts and the significance of availability, reliability and sub-optimal maintenance practices.
  • Reviewing/revising data capture methods and practices, including alterations.

Insight – KPI’s drive behaviours – but get them right or it can be at the expense of output.

Refining | Productivity & Workforce Skills Deployment

Task – Refining | Productivity & Workforce Skills Deployment

Result – $9 million in productivity improvements, which were directed immediately to expansion efforts.

In preparation for a major expansion, a leading resources company identified the need to restructure their labour force.

Project activity involved:

  • Optimising productivity over a 12 month program by the adoption of new management systems to effectively plan, schedule and execute their work as well as report on performance.
  • Deploying a management training and coaching program to prepare frontline and senior managers to manage in a new and more challenging environment. This program was then integrated into the organisation’s induction training for managers at all levels.
  • Improving the consistency of work practices and strength of engagement across all organisational levels, leading to faster decision-making, improved communication, greater flexibility and alignment across the organisation.
  • Redeploying parts of the skilled workforce freed up from the productivity improvements to the expansion, avoiding recruitment and turnover costs.

Insight – Significant productivity improvements even in resource intensive industries can be achieved without capital expenditure by implementing the right behaviours, tools and techniques.

HR | Revision and Standardisation of On Boarding

Task – HR | Revision and Standardisation of On Boarding

Result – Alignment of three sites to amalgamate and standardise practices.

Aligning three sites to a standard practice for on-boarding of new employees.

Project activity involved:

  • Defined current practices and workshopped with a group made up of all sites.
  • Defined best practices and means for ongoing capture.
  • Process mapped and critiqued over a period of three weeks.
  • Actions assigned to correct process deviations and gaps.
  • New process workshopped by site and agreed.
  • Clear implementation plans.
  • Rectifying justified criticism of operational customers.

Insight – Like processes diverge quickly without appropriate engagement and oversight.

Quality Improvement | Training & Skills Transfer

Task – Quality Improvement | Training & Skills Transfer

Result – Enhanced capability to deliver business improvement initiatives.

Global hotel chain needing to install quality improvement tools and techniques across 65+ properties.

Project activity involved:

  • Partnering to deliver formal training and coaching of the regional QI team to deliver on the quality improvement target areas.
  • Created the real life examples for the Quality Improvement team to experience prior to field work.
  • Contributed expertise and confidence to support the Quality Improvement Leadership.
  • Provision of simple tools and techniques to back up the improvement methodologies being installed.
  • Enabled the ‘how to execute’ the new methodologies.

Insight – Tapping into expertise to provide a confidence in how to deploy methodologies will improve the pace and scale of implementation.

Tell us a story

Undertaking change can lead to unexpected and interesting results. We’d love to hear what’s happened for you, so here we share the impact that undertaking the improvement project work has had on some of our partners.

 

For years, we have heard “You supervisors need to be able to do more with less” and “the business needs to reduce the unit cost per ton”.

Every day we would talk about targets and performance. The issue was these conversations were occurring in retrospect and only with a specific part of the team. These conversations were happening after the horse had bolted!! We had the right intent, the intent was to understand the variance from our planned production targets, and the problem was the conversation occurred after it was too late to implement the required change to address the variance.

Working with Coxswain Alliance, I now understand that to be more successful in achieving the organisational targets, goals and objectives, the entire workforce needs to have the context and expectation of what our production targets are for the shift and must be engaged and consulted at regular intervals to identify variance from what we have as planned performance.

As a Production Supervisor using Short Interval Control techniques, I feel far more engaged with my frontline workforce, and the entire team now have a sense of ownership and personal responsibility to achieve our production targets. Each member of our work groups understands what they need to achieve to ensure overall team success and compliance to plan. Now the larger workgroup is more proactive in identifying bottlenecks in our production process, and are receptive to new ideas and less resistant to change.

Coxswain Alliance team throughout the project have enabled the diverse teams in Finance and Corporate Services to clearly identify their outcomes, their challenges and areas for continuous improvement.

They have done this through proactive engagement with staff in a manner that made it difficult to hide – this was great as it forced many out of their comfort zone to make time to think and plan what they are doing and how it may impact on other areas. A common comment from the teams is that they have learned a lot about what they do now and how they want to do it in the future.

Chief Financial Officer - Wentworth Community Housing

From an operational and personal perspective, the benefits of this program have been invaluable for me. I have learned to utilise tools I already had and new ones learned to monitor performance and workload on an hourly basis throughout the day.

I have gained a more holistic view of the contact centre and am able to manage multiple different functions throughout the day easily after embedding the changes Phil taught me. I have been able to implement these into my personal life also, which was chaotic to say the least, including a VMB on my wall at home that keeps the family on track with everything. I went into this program with an open mind, but sceptical, in the end I am a better leader, coach and person, with clear streamlined processes and procedures in place at the workplace and an organised schedule at home.

My favourite take out of all of this was reporting tools, VMB and calculation of fuel for the day versus workload. I am more confident in my role as a leader, team member and as part of the wider business due to the extensive work with Phil. Some of it was difficult and required quite a bit of change in processes and mindset and required time I really didn’t have to implement what I was learning, but I am so grateful I was given the opportunity and dedicated the time required because the change to me both personally and professionally has been dramatic and has been noticed on numerous levels.

If you’re looking for business improvements, best practice, up to date reporting techniques, leadership development, operational improvements and so much more, I could not recommend Phil more highly. PS – Huddles are essential. Understand productivity is essential, multiple check ins throughout the day are essential and empowering yourself and your team is essential …. essential for success within yourself and for your business.

Kellie Dunning - Operations and Team Coordinator - Hunter Water

Our services have a greater community impact than ever before thanks to consultants Coxswain Alliance!

Our team of case management specialists work hard to prevent and resolve people’s homelessness every day. Having a home provides a stable base which we all need to be safe, to live and to prosper.

So it’s critical that we know how well we are doing in supporting people to find a home and get life back on track.

The Coxswain project helped us increase real time visibility of our progress and to focus on improving our success rate.

Tools such as the Visible Management Boards have made us more nimble and responsive to meet short term challenges.

Better tracking and reporting tools mean we can now measure the impact of new interventions or service models.

And over the longer term we’ll be able to map seasonal trends and be prepared for what’s coming over the horizon.

Chris, Phil, Dan and the team immersed themselves in our work to understand our service and then helped us navigate through a management operating system and an operating rhythm that aligns with our service design. The results work for the case work team members as well as managers.

We can see the difference we are making!

Divisional Manager - Not-for-profit housing company

The benefits, be it short term or long term are worth the journey for any business and its employees at all levels

For a business division such as Assets which focuses on construction related tasks, it is always challenging to develop and maintain systems and practices that assist the division to visually assess progress and performance of day to day operations. The work with Coxswain has helped consolidate internal systems and practices into a much more synchronised and scheduled operating rhythm that has now driven the Asset Division to become much more structured and disciplined in the way in which we manage daily, weekly and monthly operations.

Coxswain has helped us to step outside of the day to day grunt work for a short period of time and take a holistic view of what we do, what we must focus on and most importantly help us structure a rhythm/routine of operations that is underpinned by a discipline to maintain that rhythm under all circumstances.

The work with Coxswain can create trepidation initially however the benefits, be it short term or long term are worth the journey for any business and its employees at all levels.

Division Manager, Asset Services - Wentworth Community Housing

A Coxswain project is focused on realising the benefits and that the leaders are equipped to deliver it

A Lean/SixSigma practitioner is really great at the DefineMeasure and Analyse parts of an efficiency focused project.  We get into the Improve phase and from this point things get tougher.  The tools and practices part of a Coxswain Alliance project are all about Improve.  Find simple solutions and operationalise them with the leaders – management led.  The DMAIC process and time constraints – on a big DMAIC you’ve already been going for 6+ months – mean that we generally can’t allow for the embedding required because that takes time.  A Coxswain program delivers many great things, but most valuably it dedicates 90+% of the elapsed time to managing the change. No change manager and fancy comms. people either.  Coxswain Alliance works on the behaviours of leaders, and coaches them closely so they can maintain the change.  An LSS practitioner isn’t generally a strong manager of change. Unlike DMAIC, a Coxswain project is focused on realising the benefits and that the leaders are equipped to deliver it.

Head of Productivity and veteran financial services Lean Six Sigma practioner: Australian Financial Services

Initially, it was hard to picture how the Operating Rhythm or Management Operating System (MOS) could fit into our current work rhythm.

With change comes apprehension and we weren’t exactly sure how this change was going to work with our team. After committing myself to the implementation and going through a number of different iterations, it’s lovely to say that we’ve finally got a rhythm and management tool that’s really working well for my team.

As a manager, I’m now setting the plan, understanding variances and what actions are needed to take to address these. I am more across with how my team is currently going, what their daily activities are and assured that the work is being done. Before the MOS, I usually would not have such a clear indication on how my team are tracking against their KPIs leading into the end of financial year. I am really proud of them for working hard and embracing the change in how we operate. More importantly, their achievements and efforts are visible to everyone in the organisation.

One of the things I really enjoy is that our MOS has brought about a more collaborative culture. It has helped create an environment where my staff are more open to raising issues and resolving them amongst each other. This project has been a positive change for both myself as a Team Leader and my team. We are planning and managing our work more effectively and it is showing the results we are achieving.

As a Team Leader, I was required to work with Coxswain quite extensively both in preparation for the MOS and during its implementation. It was initially hard to dedicate the time that was required, on top of business as usual. The Coxswain team were very understanding of this and consistently assured us that our efforts would pay off in the end. The team listened to our queries and concerns and advised us on best practice approaches. They encouraged us to change the process if any element of the model was not working for us. This provided us with the confidence that this was not a one stop approach and that it was unique to our organisation and teams. The team have fully supported us to get our operating rhythm right for us and I am very happy with our end result.

Team Leader

A conscious, articulated and consistent operating rhythm for planning, reviewing and improving our performance.

Before engaging Coxswain Alliance, we struggled to get sustained positive outcomes from business improvement initiatives. We now realise that the best processes and the most sophisticated systems can only ever deliver to the efficiency and effectiveness of whatever management operating system (MOS) is in place. Every organisation has a MOS, whether conscious or unconscious. We had several unconscious and un-articulated management operating systems for each part of the organisation, many of which were lacking cohesion or a disciplined operating rhythm. In addition, some managers seemed to only get involved when problems occurred leaving team members feeling unsupported and unable to interact with their manager unless something went wrong.

With the implementation of our MOS and OR, we now have visibility of our performance. We have a conscious, articulated and consistent system and rhythm for reviewing, planning and improving our performance. MOS is low-tech but highly effective. We focus on people, behaviour and a consistent way of planning, reviewing and managing work. It underpins and maximises the benefit of other hi-tech system improvements. Managers no longer manage by incident, but are intentional, engaged, proactive and supportive. Staff know their work and performance against KPIs and have a predictable frequency for interacting with their manager. As a result, we can identify problems quicker and take remedial action as required. We can distribute work more evenly because we are talking about it more frequently and we are seeing genuine improvements that we believe can be sustained and continually improved upon. We have a long way to go, but are committed to continue the practice which we know can only improve over time.

We couldn’t have introduced the MOS without the drive, clarity of process and experience that came with the Coxswain Alliance representatives who embedded themselves as virtual staff members within my team (and our organisation) over a significant period of time. They we amazing to work with and we learned so much from them. They worked hard and developed relationships across the organisation at all levels. Any scepticism over whether this would work in our context was soon quashed. The business transformation is such that we sometimes wonder how we ever did our business effectively before MOS.

Head of Business Improvement

I thought my team was in harmony before, but now it is humming

I just wanted to let you know how much I’ve appreciated all the effort that you have provided over the past few months in assisting my team with their MOS. Your advice has been effective in providing managers with the necessary tools to operate more efficiently.

We now regularly Walk the Floor and Huddle in individual teams and together, so that the entire team is aware of current projects and KPI’s and collaborates to achieve set goals. I thought my team was in harmony before, but now it is humming.

Again, thank you and the entire Coxswain team for finding our Operating Rhythm.

Head Of: Not for Profit

Making work visible across our business

There has been a real optimism for the project, and we have really embraced our MOS. It is a hive of activity every day with Huddles or ‘Walk the Floors’ occurring as part of our Operating Rhythm.

As I have attended team Huddles, walked the floor, and through my experiences in my own Huddle I can see the benefits our MOS has brought. It has given each team a real insight into their work, what they do, what others do and how they contribute to the overall business objectives. Our teams and individuals continue to learn about themselves as well as about other teams – they have visibility across the business.

Our Huddles are also useful in understanding why things don’t always go to plan. The ‘unplanned’ work part of our VMBs are very insightful, with the team able to provide a narrative as to where things need to be improved or what things impact on them on a day-to-day basis that change a result.

Another outcome we have seen is in relation to how we report on specific issues. We have learnt that our previous way of reporting was not producing the kind of results that were meaningful to us as a team or for me as a General Manager. Our Huddle has given us the opportunity to make changes, which means the reporting is more relevant and timely.

We are still on a learning curve but we have been willing to get our Operating Rhythm and MOS up and running so it becomes the way we do it around here.

General Manager Not-for-Profit

Coxswain’s honesty and unlimited energy was incredibly helpful and infectious.

We are just coming to the end of an incredible coaching and implementation program from the Coxswain Alliance team. We had an unbelievable task ahead of us: to rapidly release untapped production capacity in the shortest intervention time imaginable.

The experience of the team and thier willingness to understand our dilema was great. They also really challenged our mindsets and assumptions – we went from being pretty defeatist to having hope that the problem would be solved utlimately if we stuck with the processes, the SIC tools and the focus and disciplines shared.

Given the short time window, we had to move fast and pulled together. Coxswain’s honesty and unlimited energy was incredibly helpful and infectious. I can see the impact on my team as they start to say, “we did it ourselves, all we needed was a little coaching.”

GM Operations - Manufacturing

From top to shop floor

My initial introduction to Coxswain Alliance was during a site wide organisation restructure at a large open cut coal mining operation where Jonathan, Peter, and co. were engaged to assist site to ‘navigate the change’ and deliver the targeted productivity improvements.

What sets Coxswain Alliance apart from other consultants is their approach. They get involved in process from the top by engaging senior management, right down to shop floor level, where they utilise a hands on approach mentoring and spending time with the work teams to ensure the changes add value, target the right areas, and are sustainable.

Short interval control, and parts staging were instrumental in delivering the productivity improvements. I have since utilised Jonathan and Peter to assist with implementing short interval control and parts staging at a number of other sites which has delivered similar productivity improvements.

Maintenance Superintendent – Mining sector

The insights we needed

The journey of MOS has been both such a challenging and rewarding experience. As a leader I thought I knew everything about my business however the MOS tools and principles have given me the ability to look at my business from a whole new lens.

We can now report on such a granular level which has provided us with the ability to have quality conversations with our front line staff. The leaders are better equipped to review and assess performance gaps and achievements.

I would like to thank the MOS team for all of their support throughout our journey. They were up for every challenge we threw their way and came back for more with a smile of their faces. Thank you for your sheer determination to support and assist us, you have worked tirelessly and extremely long hours. Thank you for everything!

Team Leader - Insurance sector

Seeing my team reach their potential

The MOS Team has made such an incredible difference in the team and culture here – both with their insights into the management culture and by providing a really positive and calming influence.

As a new leader, it has been an incredible journey to watch unfold and I really believe that the implementation of the action plans are something that are sustainable that help drive business results as well as uplifting the operations staff.

The thing that I’ve enjoyed most about the MOS experience is really seeing my team reach their potential and be better managers. They’ve been able to develop their own skills and I think that our team overall is much better for it. We have learnt values of accountability and really following up and owning actions – something which is even aligned with the Group values!

I think the MOS journey has really brought up the standard of management and leadership to a level that would be expected and I thank Jono in particular for assisting us and being a really great desk buddy and friend throughout the process!

The itch I couldn’t scratch

My first impression of the SIC (Short Interval Control) process introduced to our maintenance team was here we go again. Another consultant mob coming in to take the cash and introduce their system, that creates more work but offers no value.

Jono was our mentor and after a few weeks I called him “The Itch I couldn’t Scratch”. He was like a dog with a bone and regardless of how disinterested or negative we were, he pushed us to change and use the SIC to improve our business performance.

The SIC process was as hard to push across our Supervisors as it was for us, however 3 months after the SIC introduction the Supervisors were seeing the benefits. Our crews were suddenly working to allocated time durations and calling in with regular updates on progress. This meant production had up to date information regarding the return to work of their critical equipment, and so minimising loss of production with machine movement.

I have now started with a new Company and happy to say that I have introduced the SIC process with positive results yet again.

Persons need to be held accountable for the SIC to work, so from the biggest doubter to greatest advocate, the process works.

Field Maintenance Superintendent – Mining sector

Really effective people-leaders

Although our MOS program officially closed up over a year ago, it really seems like last week. It was such an intense time, getting a huge amount of work started and completed in timeframes that ordinarily you would baulk at. This is where the support and training from Coxswain more than made up for the hectic pace, with their tools and experience proving to be invaluable for us in our MOS journey.

Our team still follows most of the design as installed during our MOS program. Some things we changed, others no longer required. But at the core most of the processes and tools are still at work, and the leaders that developed during the program are still here doing their thing – driving to interval controlled, performance based outcomes.

Possibly the best thing about MOS is that it makes people leaders into really effective people leaders, and that is something I think will keep paying dividends for many years to come.

Thanks again!!

Manager Labs Service Desk – Insurance sector

Consistent contribution

When we started MOS in our area, it was hard at the beginning, considering you are expected to do your BAU duties. The implementation of MOS fundamentals, like finding the “lost time” and the “walk the floor”, consistently allowed better engagement and productivity within the work place. Thank you team.

Team Manager – Insurance sector

MOS spans continents and cultures

MOS taught me practices and behaviours that can be applied across work and life. Having been part of a very successful MOS installation I was able to carry these skills into my everyday life when my family took on the challenge of living in India.

One of our constant challenges was the food shopping. It is not as simple as walking into a ‘one stop’ supermarket like Woolworths. Fresh fruit and vegetable were purchased from our local vendors but breakfast cereal was only stocked by a store on a main road notorious for traffic jams. In a predominately Hindu culture there were only two butchers who stocked beef and both were a 2-3 hour drive away.

Some things were easy to shop for but others were quite a challenge and required planning and coordination. So applying the MOS practices not only at work but shopping became very important. Firstly you would formulate your plan, applying short interval control as you progressed through the day and then at the end of the day you would assess how you did in achieving your goals. If you didn’t plan well and adapt you would often end up having sat in a traffic jam all day and achieved little.

In a non-English speaking, culturally diverse country the Engaged Management behaviours of listening, setting clear direction and problem solving became an integral part of life.

Applying the MOS practices and behaviours helped us adapt and enjoy the truly remarkable India.

Senior Manager – Wealth Management sector

I’m a better manager

I want to thank the Coxswain Alliance people for working closely with me to understand what we were trying to achieve. They were patient, never made us feel stupid and, most importantly, understood our business. There were many times I challenged the changes that were recommended but this was never a problem. We had open and honest conversations and, more importantly, all the changes I have made to my business have been for the better.

I am a better manager, I am now leading my team, I know my numbers and I am now allocating work evenly to all my staff. Prior to Coxswain, my staff would go through our workload and pick and choose what claims they would work on. They enjoy our new way of working because everyone is doing the same amount of work. I can now be away and my staff understands our priorities for the day.

I now have the confidence to go to any business unit and implement what I have learnt from Coxswain Alliance.

Team Manager, Claims Enquiry Unit – Insurance sector

Nuggets of gold

My team of business analysts supported the rollout of MOS to our claims teams through providing operational reports and insights. Although we weren’t ‘MOS-ed’ ourselves, we watched first hand the transformation occurring within the teams. Coxswain Alliance shared numerous nuggets of gold in their day to day interactions with us, and so I decided to tailor some of these tools and methodologies to introduce them for my own team.

We introduced daily check-ins which allowed me to connect with my staff more consistently and drive accountability to improve their quality of work. I also self-timed our repeatable activities which identified capacity at certain times of the week and month. This lead us to strategically plan ahead and set realistic timeframes for our stakeholders in responding to their requests.

Strategically, my team have a clearer focus on the longer term goals and the desired outcomes; operationally we have become more efficient with our time management and allocation of work; culturally we have become more aligned through transparency and accountability; and personally I feel that I have become a more effective leader in the midst of much change and uncertainty.

Reporting Manager – Insurance sector

The science behind decisions

Partnering with Coxswain Alliance was a great experience and gave me the skills needed to become a good leader by engaging, enabling and empowering our team. It gave me the tools to prioritise and allocate work to match the team’s capacity, which resulted in successful business integration.

Working with CA gave me access to highly skilled and motivated specialists who taught me new ways of working and the science behind their decisions. They provided support and training so that I was able to actively drive change and improvement within the organisation.

Personally, Peter and Jonathan became good friends and mentors to me. They are very professional and have knowledge and business acumen across a varied market, and share their learning through interesting storytelling. 

These skills can also help you outside of work. I was asked to organise maintenance and working bee at a school and using a whiteboard I was able to plan and track our progress during the day. We used estimate timings to work out how long chores would take, and reassigned tasks during the day so that all work was completed.

Operations & Capability Manager, Premium, Administration & Credit – Insurance sector

I Love MOS!

We introduced MOS in our business in August 2014. Personally I turned from a sceptic in the beginning to a converted very quickly, thanks to Coxswain Alliance. Since then we have realised many benefits, just to name a few:

  1.  We achieved 29% capacity saving since August 2014.
  2.  Our service standards have improved dramatically. 
  3.  We’ve been receiving appreciation emails from our brokers on regular basis.
  4.  We achieved and maintained nil backlog work state.
  5.  We used the realised capacity to uplift our people’s capability.
  6.  Uplifted morale and reduced absenteeism.

So I love MOS, to say the least. I would recommend MOS to any business and household. I use MOS principles in my home, my 14-year old daughter is a true advocate. She uses MOS principles for her study planning.

I contribute our success to partnering with Coxswain Alliance! They are passionate, experienced and result driven. Most importantly, they care!

State Services Manager NSW/ACT – Insurance sector

Making Everest a mole hill

Problem solving and change management in large teams, across a number of departments, including a number of companies, resembles Mt Everest standing in front of you. The people involved come with their own opinions, biases and ability to adopt change. Being so overwhelmed by what faced me, I struggled on how to take the first step.

My success began when I worked with Coxswain Alliance to adopt an improvement program in Warehousing & Heavy Maintenance focused on Parts Staging, which brought a number of different departments and contractor teams together in an effort to overcome an incredible amount of equipment downtime being caused by parts availability. What became apparent is Mt Everest can become a mole hill when I simply brought together the individuals from many teams, departments and companies, face to face, to have an goal focused, empowered conversation by communicating the work they were already doing in isolation from each other.

Now, as I’ve moved into a new company, these challenging problems and change management requirements emerge more regularly as I support many customers. By having proven to myself with Coxswain’s help and guidance, what seems like such an obvious approach to begin working through these challenges continues to be the most effective one. 

Bring the individuals, departments and companies together and have the conversation. The time spent face to face, with the right prior preparation, is the beginning to every problem being solved, and my time working alongside Coxswain Alliance provided me with the skills and experience, and bank this for use ever since.

Fuel & Lubricants Engineer – Energy sector

A MOS’d marathon

As a part of the MOS project, I have come to realise that many of the learning’s that I have gained from MOS can be applied in my personal life.

An example of this has been with my running. I am a keen runner and run 1 or 2 marathons per year. Generally speaking, when I prepared for a marathon, my planning would have been very minimal i.e. try and run as much as I could. This was giving me good results but I was well short of my goal of running a sub 3 hour marathon.

Since seeing the great results during the MOS project of spending the appropriate time to have a detailed work plan, I now sit down months before the marathon and put together a detailed training plan.

The plan includes which days I will run, length of run, speed of run including intervals sessions etc. The plan has easy weeks and hard weeks and is all based on scientific principles with the aim of maximising the training benefit.

Together with having a much more structured and scientific training plan, I also ensure I regularly review (weekly or fortnightly) my training and the results that it is providing. That is, what has gone well, what do I want to continue, what hasn’t gone well and what needs to change. This regular analysis allows much more understanding of what I need to do in coming weeks to get better and helps me adjust the training plan accordingly.

Whilst I just missed the sub 3 hour marathon in my last attempt (3:00:55), I am confident that if I keep planning and regularly reviewing my training that it wont be too long before the goal is achieved.

National Customer Service Manager – Wealth Management sector

To a new level

In the lead up to my partnering with Coxswain Alliance I had just completed my Masters and taken an internal promotion. As far as I could tell there wasn’t a great deal more to learn. How wrong that assumption would prove to be.

My introduction to MOS took my leadership to a new level as I developed an operating rhythm that drove process efficiencies across my business. I was able to identify lost time and implement service improvements as a result of the information I now understood how to use. The MOS for me was the stitching that I needed to tie together the many other things I had picked up on my management journey.

Head of Servicing Operations – Wealth Management sector

Scheduling dinner

I’ve taken my MOS learning home – my family plan so that I know when to cook family dinner.
Situation: Kids & husband who are busy and not always at home. 
Result: Meals get prepared and cooked – and no one to eat them. Frustrated me and waste at home.
Solution: The Dinner Roster – the kids and husband indicate on the planner on the fridge when they are going to be home, so that meals can be planned.
New mantra: Plan – or no dinner! 
Result: Less wasted effort and food – happier me.
Team Manager, Claims Lodgement – Insurance sector

A career highlight

The timing of the MOS project in my area coincided with me being promoted into a new role as National Customer Service Manager. Not only was I now managing a team of over 60 people, in a new and unknown area, I was also leading a 12 week behavioural and process change program.

Feeling daunted would be an understatement, however the two MOS consultants working in my area were outstanding. They were very experienced managers with extensive backgrounds and knew my head was spinning. Not only did they assist me with managing the project and leading the change, they also assisted me quickly understand my new area, provided me with insights, coaching, personal feedback, suggestions of how I could do things better and generally just watched out for me. I felt like I had 2 full time personal career coaches by my side!

The consultants worked with me and my management team. It was a genuine partnership and we formed a strong bond. Never did we feel that something was “being done” to us or we were being told what to do, but rather we were working on the business together for an improved result.

I look back on the project and see it as a career highlight and a big turning point. Not only was the project extremely successful, both in increased area productivity and customer service standards, but it provided me with a toolkit of theoretical and practical management training that has benefitted my career ever since.

National Customer Service Manager – Insurance sector
Turnaround | Business Review & Viability

Task – Turnaround | Business Review & Viability

Result – Realistic sales pipeline and options to reduce footprint and costs.

Independent and realistic assessment of likelihood that this business function could be returned to profitability.

Project activity involved:

  • A rapid assessment of the true state of the pipeline of work and what management disciplines were required to stabilise the business.
  • A realistic pipeline established, which clarified where effort needed to focussed.
  • Assistance to close branches and communicate with clients.
  • Recommendation of a new operating model be put in place to guide efforts of staff to driving volume into the business, including basic management tools.
  • Coaching and direction provided to the new GM.

Insight – Clarity of what drives activity and revenue is important to focus operations – as is the right metrics.

Technology Rollout | Project Management

Task – Technology Rollout | Project Management

Result – Project management and critical path re-established and on track.

Prevention of IT roll-out delay due to lack of critical organisational data input.

Project activity involved:

  • Establish the operational information required and develop an approach to rapidly gather it in line with the IT rollout schedule.
  • Installation of a disciplined process and tools brought the operational component back on schedule within 4 weeks.
  • Increased accuracy of required operational data.
  • Highlighted unforeseen risks, allowing for early action.

Insight – A simple focus on what is required and a dedicated resource to deliver it can overcome organisational inertia.

Contact Centres | Diagnostic and Strategy

Task – Contact Centres | Diagnostic and Strategy

Result – Able to confidently and accurately allocate costs, based on volumes, to the relevant business units.

Rapid and independent assessment of call volume levers and tactics to reduce or mitigate those calls.

Project activity involved:

  • Established true root cause of call volumes, through rapid on-the-ground measurement, leveraging existing systems available.
  • Established new criteria for call coding, based on call volume drivers rather than product types.
  • Engagement with site management and staff about where action could be taken rapidly to address call volumes.
  • Alignment at an executive level about who was accountable for call volume drivers, leading to an acceptance of their own individual business units’ accountabilities.

Insight – Driving to a higher level of customer service can lead to fewer calls and falling costs.

We support

WE RELISH the clients we work with and the collaborative work we engage in with them. We also believe in ‘putting back’ – in both a planned and an ad hoc manner. The latter is usually how we respond to causes that our clients are interested in, or the support our people provide personally.

More formally, we support a range of organisations that have ‘touched’ us in some way:

  • We put money to a range of cancer & children’s health organisations. 
  • We support medical research for Mitochondrial disease because of its impact on a member of our group.
  • We provide support to an organisation that provides critical services to the refugee community.
  • One of our group is a long-term, active member of the Australian Army reserve. Working at officer level, he dedicates many of his personal hours to the reserve, and is supported by Coxswain Alliance and his colleagues for extended deployments.
  • One of our group is a Foundation Board member and chair of one of the support groups at the Art Gallery of NSW. An organisation that receives no government funding for the acquisition of art, this activity, combined with monetary support, contributes to the legacy we leave future generations.
  • We are a sponsor of the Sydney Symphony, with a particular emphasis on how their broad educational approaches provide much needed support back to our community. We regularly use their Fellowship program to demonstrate to corporates the journey that young, extremely talented players take to build their careers.

As you can see, a broad range, reflecting who Coxswain Alliance is and where we want to assist others in making a difference. Click the  tabs below to see details of some of the areas we provide support to.

Who we support

 

amdf-small
Australian Mitochondrial Disease Foundation
Art Gallery of New South Wales
Defence Reserves Support
sso-small
Sydney Symphony Orchestra

 

Organisational Role Clarity | Engagement & Direction

Task – Organisational Role Clarity | Engagement & Direction

Result – Increased management engagement and direction.

Role clarification exercise to improve the working relationships between Operations and Engineering.

Project activity involved:

  • Using a RACI format as a means for the organisation to lead a review of roles and responsibilities to clarify responsibility and accountability.
  • ‘Redrawing of the boundaries’ and a clarification of what was required, overlaps and gaps in accountability and productivity opportunities.
  • The structure was refreshed and reorganised with a greater focus on operating performance and collaboration.
  • Actioning and enhancement of the Genco’s lean visual management implementation.

Insight – RACI establishment led to improved cross functional cooperation.

Policies & Procedure | Strategy Implementation

Task – Policies & Procedure | Strategy Implementation

Result – Clarity of process, speed and consistency of decision making.

Alignment of key players through documenting preferred ways of working to overcome differing opinions and inform networks.

Project activity involved:

  • Consistent and comprehensive documentation of key processes that impacted how the utility delivered to its customer base.
  • Engagement process to expose hidden agendas and align leaders and functions.
  • Easy-to-use flows and quick tips, to facilitate understanding and consistent delivery.
  • Aligned user group, who owned the new processes.

Insight – An independent arbiter can overcome organisational silo mentality to assist in driving alignment on how to deliver a service.

Operations Model | Strategy Enabled

Task – Operations Model | Strategy Enabled

Result – Clarity on future operating model and external stakeholder needs.

New Resources sector venture lacked clarity of alignment in preferred operating model to drive stakeholder engagement.

Project activity involved:

  • Establishing an operating model that met the needs of a range of diverse internal stakeholders.
  • Resolving the lack of clarity on what the value proposition was, to allow all facets of the venture to work to a common model.
  • The project team facilitated a process for leadership to develop an aligned view of a conceptual operating model.
  • This enabled to allow operations and business development to work more closely and more clearly.
  • Developed action plans to drive alignment internally and with key external stakeholders.
  • Presented more consistent message to external stakeholders.

Insight – An enterprise wide view of an operation can expose and correct divergence in thinking, which if left unfixed, can confuse external stakeholders.

Supply Chain | Work Practice & Behaviour Change

Task – Supply Chain | Work Practice & Behaviour Change

Result – 20% reduction in working capital achieved, equating to over $3m.

High performing group to focus on the next level of improvement in supply chain performance.

Project activity involved:

  • System and data analysis, modelling ‘what if’ scenario’s to test proposed changes.
  • Collaborative approach to drive team engagement.
  • Aligning supply chain operations, improving inventory management practices and developing excellence in customer service.
  • Re-designing of supply chain processes, advanced planning models and ultimately a shift in behaviour to focus on newly standardised work practices.
  • Reducing the effort and cost involved, with an increase stability in decision-making.

Insight – No matter how well run an operation or process, there is ALWAYS scope for improvement. But people are the key.

Systems Implementation | Technical Sector Experience

Task – Systems Implementation | Technical Sector Experience

Result – Ability of technical team to understand client requirements.

IT Services company needed specialist knowledge in navigating the construction sector environment to allow for effective systems assessment and build.

Project activity involved:

  • Interpreting construction company value chain and project management needs, and matching to IT project management needs.
  • Testing the project team’s assertions for a match to the construction environment.
  • Understanding the requirements of both parties, acting as an advisor and intermediary to ensure understanding.
  • Providing the team confidence in the recommendations that were being put forward.

Insight – Understanding your customer’s paradigms is integral to delivering to their needs: show them the respect of understanding their world.

Core learning topics

Executive Alignment

to develop understanding of the project goals and objectives, identify current issues and obstacles that will hinder the change, and reach consensus on the actions required to facilitate execution and achieve results.

Change Management

to guide people through the change process.

Leadership Development

to guide the management team as they lead and achieve the stated objectives.

Front-Line Management

to educate managers on the behaviours, tools and techniques they need to effectively manage their work and their people, and improve performance.

We also offer a range of specialised education and coaching services to our clients:

  • Increasing Sales Effectiveness
  • Managing your Sales Team & Coaching for Improved Sales Performance
  • Lean Supply Chain Management
  • Negotiation Skills
  • Executive Coaching

 

The building blocks of success

elearning_segment

Click on the image above to see how eLearning can work for your organisation.  

Methodology

Our methodologies are principles based. That allows them a broad relevance and flexibility to deal with the specific needs and challenges of our clients.

Those principles are:

  • Change is sustainable if you start planning for it from day one.
  • Change and improvement is best delivered with and through your people.
  • The role of external expertise is to contribute intellectual capital, drive and experience to an organisation, not take over its operation.
  • Provide people with a rationale for change – at a pace that they can absorb; then they are more likely to adopt the change.
  • How you deliver change is as important as what you deliver.
  • Reflect the positive aspects of the culture and its achievements.
  • Effective change is evident when people within an organisation are behaving differently, and consistently.
  • People need increased skills and better tools to improve the performance of their areas.
  • Being ‘right’ is not successful change.
  • All processes or services can be improved and can be done so on a continuous basis.
  • Continuous improvement is enabled by process scrutiny and review.
  • Flexibility – and the ability to respond to failure – is key to executing successful change.

Our model

Based on these principles, the methodologies we deploy leverage the strengths of a range of behavioural and analytical approaches to analyse and improve your processes and services. We focus on delivering a process which is fit-for-purpose for your organisation. To do so, we consider two critical elements that underpin improvements in your business performance:

  1. What do your people need to do differently? Behaviours
  2. What do you people use to ensure consistent process execution? Tools & Techniques

mmom_diagram

The methodologies used need to be appropriate for your industry, your business and the maturity of your people and culture. We’ll help you to strike the appropriate balance.

We work with you to analyse and assess what has been provided to your people to deliver their processes or services, as well as determine the gap between existing performance or outcomes and what the business is seeking to achieve. We also analyse the existing structure to determine how it can be better matched to the needs of successful process execution. Once the gap is understood, we then implement new ‘ways of doing things around here’, focussed on enhancing both the behaviours of your people as they manage the process and also the tools they use.

This approach, which supports both the tactical and technical needs, provides an amplification of results. But most importantly, as our approach involves your people across the life of the improvement program, it also delivers sustainability.

Financial Services
Experience

Our methodologies are proven to work across all industries and processes – even the most technical. Unlike many management consultants, where they are industry or technical specialists, our people are experienced across a range of areas and industries. Due to the principles-based methodologies, including our engagement approaches, we can demonstrate experience in a range of functional areas as well as skill sets.

We welcome the opportunity to demonstrate our relevance to your industry and organisation and the challenges you face.

Industry experience

  • Financial Services, IT and Human Resources
  • Mining and Mining Production Operations
  • Logistics and Distribution
  • Manufacturing, heavy and light
  • Utilities
  • Healthcare
  • Services and Retail
  • Hospitality

Functional experience

  • Operations and Operations Management
  • Planning and Scheduling
  • Asset Management / Maintenance and Engineering
  • Call Centre Functions
  • Back Office Functions
  • Sales Management and Effectiveness
  • Supply Chain & Procurement Management

As such we offer

  • Strong project management skills.
  • Planning for and commencing business improvement activities.
  • Process documentation and analysis, using a range of methodologies including 6 Sigma and Lean.
  • Business process improvement – eliminating ‘waste’, becoming and staying lean.
  • Development and installation of management tools and techniques to support decision-making and improve performance.
  • Organisational effectiveness – closing the gap between strategy and implementation.
  • Change management – guiding real and sustainable change.
  • Strong and compelling workforce engagement approaches.
  • Leadership consulting – challenging conventional thinking.
  • Strong education and training, underpinning improvement programs.
  • Coaching with consulting – supporting individuals, teams and organisations.
  • Enabling a culture of continuous improvement.
  • Supply chain improvement – unlocking supply chain thinking.
Resources
Our people

EVERY client we have – from the long term to a prospective client – wants to know ‘who will be on the team?’ We know that people are frequently the differentiator between good projects and not so good ones, between successful companies and not so successful ones. That is why we place an emphasis on ensuring that we have the best people and deploy them in a manner which best suits our clients’ needs.

Our people are a critical differentiator. With combined consulting experience of over 150 years, this team has a demonstrated track record of working collaboratively with their clients to effect change successfully. While each of our team has their own skills and expertise, it is through our combined efforts, in partnership with you and your team, that we work as a high performing team and achieve the best results for your organisation. You can learn more about the Coxswain Alliance team from our resumés below, and see for yourself what other people say about working with us.

Who we are not

Let us be clear: we do not carry the baggage that many other firms seem to carry. Forget the anonymous blue suited, callow youth brigade, carrying briefcases filled with THE prescription for your ills – which you will be required to swallow, as they know best!

Alliance partners

We have built relationships with a range of organisations that complement our ability to deliver to a range of needs of our clients. Rather than seeking to be ‘all things to all people’, we recognise that at times we need to work with other groups to deliver to your needs. Go to Alliance Partners to read about our partner relationships

Resumés
  • Jonathan Clegg
    Jonathan Clegg
  • Peter Braithwaite
    Peter Braithwaite
  • Greg Bull
    Greg Bull
  • Lain Baigent
    Lain Baigent
  • Damian Dent
    Damian Dent
  • James Doctor
    James Doctor
  • Sam Feltaous
    Sam Feltaous
  • Iain Kelly
    Iain Kelly
  • Trevor Harris
    Trevor Harris
  • Peter Laumets
    Peter Laumets
  • Simon Lum
    Simon Lum
  • Maree Mullins
    Maree Mullins
  • Sheila Nguyen
    Sheila Nguyen
  • Andrew de Oliveira
    Andrew de Oliveira
  • Justin Osmotherly
    Justin Osmotherly
  • Charlie Roach
    Charlie Roach
  • Caty Scott
    Caty Scott
  • Stas Tsaloukis
    Stas Tsaloukis
  • Melissa Wilkinson
    Melissa Wilkinson
  • Philip Wong
    Philip Wong
  • Chris Yates
    Chris Yates
Jonathan Clegg

E: jclegg@coxswainalliance.com

  • Consulting Engagement Leader with sixteen years experience in Operational Consulting in Australasia, South Africa, USA, Europe and Asia.
  • Strong focus on engaging consulting work, analysing business issues and delivering project results with business improvement teams.
  • Capabilities include Change Management, Operational Excellence, Six Sigma, Lean Manufacturing, Process Re-engineering, Leadership Development & Alignment, Capability Maturity Modelling and Balanced Scorecard Implementation.

Experience

  • Underground and Open Cast Mining: Gold, coal, nickel
  • Heavy Manufacturing: Structural steel, pulp and paper, packaging – secondary, smelter and foundry operations, nickel concentrating, alumina refining, aircraft manufacture
  • Maintenance: Mining and heavy industry
  • Health: Safety Environment Community, OHS
  • Light Manufacturing: Food, wine, confectionery, poultry, dairy and ice cream, baked goods, seafood, swimwear and underwear, clothing and sportswear
  • Printing and Packaging: Primary, coatings (paint and PVC, adhesives)
  • Financial Services: Insurance, banking, financial planning, call centres
  • Telecommunications: Fixed line and mobile
  • Transport: Yellow Fleet, rail operations, long distance trucking
  • Retailing: Fast Moving Consumer Goods (FMCG), fashion, postal and agency business
Peter Braithwaite

E: pbraithwaite@coxswainalliance.com

  • Consulting Engagement Leader with twenty years international experience in Operational Consulting and Management in Australasia, USA, South Africa, Asia and the Pacific
  • Strong focus on client engagement and relationship building, leading teams to install sustainable changes. Skilled in responding to client cultures and business needs, with demonstrated strength in collaborative approaches.
  • Capabilities include Change Management, Operational Excellence, Process Re-Engineering, Leadership Development & Alignment, Capability Maturity Modelling and Balanced Scorecard Implementation.

Experience

  • Financial Services/Services: Back office processes, call centre functions, outsourced business services, targeted media, engineering and design, gaming and wagering
  • Resources/Mining: Underground and open cast mining – coal, lime, gold
  • Heavy Manufacturing: Iron and steel production, coal powered energy generation and associated maintenance, materials preparation and handling, procurement and purchasing functions
  • Sales: Fast moving Consumer Goods (FMCG), consumer, industrial, business equipment, pharmaceuticals
  • Supply Chain: Automotive industry, airline catering
  • Light Manufacturing: Food, confectionery, seafood, packaging, automotive, bolt-making, airline catering, warehousing, pharmaceuticals
  • Healthcare: Hospital medical/surgical, pathology, clinics, imaging
  • Logistics: Postal services – collection, sorting, delivery
  • Telecommunications: Internal processes
  • Retail: Retailing, postal services
Greg Bull

E: gbull@coxswainalliance.com

  • Senior Consultant with 20 years industry experience implementing enterprise-wide change initiatives.
  • Track record in leading complex business process improvement, sustainable behavioural change and implementing large scale IT systems projects across all organisational levels.
  • Experienced in implementing large migration & centralisation projects for both business support services and IT systems across Australia, NZ, Japan, Hong Kong, Thailand and Singapore.
  • Collaborative approach, leading and developing large cross-functional teams, working alongside clients as a mentor and coach.
  • Capabilities include Change Management, Project Management, Stakeholder Management, Coaching, Training, Business Diagnostic, Strategy and Planning.

Experience

  • Financial Services and Insurance: Account services, banking and receipting, credit operations, call centers, claims processing, customer service, new business and underwriting
  • Heavy Manufacturing: Pricing process development, deployment and management, Strategy, IT Systems implementation, Business Process Improvement, Change Management.
  • Retail: Multi-Site Operations Management, Policy & Procedures Development and Deployment, Project Management, POS system roll-out, Training, Sales & Marketing.
  • Franchising: Business Development, Franchise Development, Training, Marketing.
Lain Baigent

E: lbaigent@cosxwainalliance.com

  • 12 Years consulting experience in business analysis, project design and project implementation in Australasia, Africa and North America
  • 8 Years experience in finance and accounting focussing on business performance in private and public Australian firms.
  • Capabilities include strategy evaluation and development, governance implementation, organisational analysis, project design, project management, board advisory & leadership coaching, metric and measurement systems.

Experience

  • Resource & Heavy Industry: Nickel concentration, underground copper and gold, open cut coal, coal power generation, remote power systems
  • Retail: Automotive parts, grocery retail
  • Financial Services: Banking information systems, health insurance claims processing
  • Manufacturing: Medical devices, food and beverage, cosmetics, contract injection moulding, pre-fab housing, specialised vehicles, recreational vehicles, consumer products, building products, jetties, cabinet making, manufacturing equipment
  • Health: Dentistry, podiatry
  • Aerospace: Rotary wing modification
  • Services: Safety inspections, mining services, wagering call centre, training
  • Transport: Couriers, General freight, heavy transport, flight catering.
Damian Dent

E: ddent@coxswainalliance.com

  • Strategic, practical and personal consultant with twenty years experience managing people and projects in Financial Services, Outsourcing and Offshoring, Logistics and Supply Chain Management, and Hospitality.
  • Brings an analytical and consultative approach to challenges with deep experience in operations, process improvement, change and risk management.
  • Capabilities include project management, strategy and operating model design, process improvement, change management, coaching, business case development and risk management.

Experience

  • Financial Services and Insurance: Banking, insurance, wealth management, finance, call centres, business continuity, and procurement
  • Outsourcing: 3rd party contract service management, governance, remediation
  • Offshoring: business transformation planning and delivery
  • Logistics and Supply Chain Management: end-to-end management of fresh produce (procurement, warehousing, logistics, sale), business start-up, transformation
James Doctor

  • Five years working with businesses in Australia and the USA with experience across professional services, education, hospitality & government.
  • Strong focus on leadership development amongst millennials to improve on-boarding processes , staff engagement and team capabilities.
  • Core competencies include sales management, leadership development emotional intelligence, behavioural change, facilitation, training and coaching

Experience

  • Sales: management, business development, Customer relationship management, call centre, account management and training
  • Coaching and mentoring: self management, behaviour change, soft skills, conflict resolution and personal development
  • Leadership development: learning and development, digital learning, strength based training, behavioural profiling and on-boarding programs
  • Education: Masters in Education (Learning & Leadership) and Bachelors Sports Studies in Business.

  • Football fanatic and enjoys waking up at insane hours to watch Liverpool FC
Sam Feltaous

  • Project and Change Manager with over 14 years of experience in Operational Consulting in Australasia, leading projects that delivered significant business performance improvements and transformations.
  • Demonstrated capability and success in analysing organisational issues, partnering with clients to co-develop solutions that meet the business’ needs, linking the change initiatives to the program, guiding the installation and achieving project outcomes with measurable benefits.
  • Capabilities include Project Management, Change Management, Operational Excellence, Six Sigma, Lean Manufacturing, Process Re-engineering, Management Systems, Strategic Procurement, Auditing, Post Implementation Reviews, Project Economics and Business Planning.

Experience

  • Financial Services/Services: Life insurance, claims, superannuation, funds management, call centre, customer service
  • Resources/Mining: Copper, coal, Iron, Aluminium processing and wash plants and associated maintenance
  • Heavy Manufacturing: Structural steel, coating and foundry operations, Aluminium extrusion and associated maintenance, maintenance support, procurement, inventory management
  • Light Manufacturing: Bottling, closures, packaging, dairy, warehousing, biscuits, Pulp and paper, corrugated cardboard manufacturing
  • Government: Tax and rates collection, Water Management, Rail Maintenance, Water Treatment and distribution.
  • Oil & Gas: LPG/LNG processing, business analysis and project economics
Iain Kelly

E: ikelly@coxswainalliance.com

  • Consultant with extensive, long term experience working in large and diverse multinational organisations in Australia & Asia Pacific.
  • Twenty years experience working collaboratively with stakeholders and delivering sustainable business improvement results.
  • Capabilities include Business Development, Business Analysis, Change Management, Project Management, Business Planning, and Coaching.

Experience

  • Heavy Manufacturing: Pricing, Distribution, Planning & Analysis, Project Management
  • Human Resources: HR Processes, Training & Development
  • Retail: Sales & Marketing, Project Management, Multi-Site Operations, Customer Service, Call Centre Management
  • Wholesale Distribution; Supply Chain Management, Logistics, Operations Management
Trevor Harris

E: tjharris@coxswainalliance.com

  • An integrated engineer and front line manager who brings analytical reasoning, business understanding and leadership development to teams in order to ensure sustainable impact.
  • With 7 years’ experience in Heavy Engineering and Line Management within the Chemical & Energy industry.
  • Capabilities include Process Development, Process Design & Commissioning, Process Operation & Optimisation, Business Modelling, Planning & Scheduling, Asset and People Management, Change Management, Leadership Development, Business Administration and Strategy.

Experience

  • Engineering: Business Development & Implementation, Plant Optimization, Management of Change, Root Cause Analysis, Value Chain Optimization.
  • Manufacturing: Inventory Management, Production Scheduling, OH&S, Project Management, Continuous Improvement, Asset Health Monitoring Systems, Work Management Systems.
  • Insurance & Aviation: Strategic Market and Product Development.
  • Lecturing: Reactor Technology.
  • Education: Masters of Business Administration, Bachelors of Science (Chemical Engineering)
Peter Laumets

E: plaumets@coxswainalliance.com

  • Project Manager with eleven years experience in Operational Consulting in Australasia, USA and Europe, focussed on analysing business issues and delivering project results with improvement teams and client management.
  • Analyst with eighteen years experience in Corporate focusing on Business Development, Project Economics and Business Planning.
  • Capabilities include Project Management, Change Management, Operational Excellence, Six Sigma, Lean Manufacturing, De Bono Six Hats Thinking, Process Re-engineering, Management Systems, Strategic Procurement, Auditing, Post Implementation Reviews, Business Development, Project Economics and Business Planning.

Experience

  • Resources/Mining: Copper, coal, nickel, wash plants and associated maintenance
  • Heavy Manufacturing: Structural steel, smelter and foundry operations, nickel concentrating, coal powered energy generation and associated maintenance, aircraft manufacture, maintenance support, procurement, inventory management
  • Light Manufacturing: Bottling, closures, packaging, dairy, seafood, warehousing, biscuits
  • Financial Services/Services: Health /life insurance, claims, banking, call centre, customer service, gaming/wagering
  • Transport: Long distance trucking, routing
  • Government: Harvest readiness, mail distribution
  • Oil & Gas: LPG/Ethane trading and marketing, business development, business analysis and project economics
  • Sales: Wholesale petroleum marketing & distribution
  • Automotive: Imported parts procurement
Simon Lum

E: slum@coxswainalliance.com

  • Business Engagement Lead in Malaysia with 18 years experience in Operational Consulting, demonstrated success in consulting work, analysing business issues and delivering project results with improvement teams and client management.
  • Skill set includes Project Management, Change Management, Operational Excellence , Lean & Six Sigma, Maintenance Excellence, Process Re Engineering, CMMS, Management Systems, Call centre management, Supply chain management.

Experience

  • Mining: Copper / Coal / Nickel / Gold / Maintenance
  • Heavy Manufacturing: Structural steel / Smelter and Foundry Operations / Nickel & Copper Concentrating / Aircraft Manufacture / Maintenance support / Ship Building / Aircraft Maintenance / Forest Products / Cement
  • Light Manufacturing: Bottling & Canning / Bakery & Food Production / Packaging / Dairy / Electronics / Warehousing & Distribution / Biscuits & Cakes
  • Financial Services: Health & Life Insurance / Claims processing / Banking Back Office Operations / Call centres / Customer service
  • Transport: Fleet Management & Maintenance / Scheduling
  • Retailing: FMCG / Supply Chain / Customer Service / Sales force management
  • Power generation: Maintenance / Procurement / Inventory management
  • Government: City Hall Transactional & Operational Excellence
Maree Mullins

E: mmullins@coxswainalliance.com

  • Over twenty years experience as a facilitator of change in both corporate and public sector organisations in Australia and Asia. This includes leading project teams in healthcare, energy and manufacturing sectors on ‘whole of company’ change initiatives involving restructuring, culture change, process change and/or new system implementation.
  • Strong focus on Change Management initiatives from scoping needs, designing and developing material to implementation.
  • Capabilities include Change Management, Stakeholder Management, Process Reengineering, Employee Skills Training and Business Improvement.

Experience

  • Automotive: Business process re-engineering
  • Financial Services/Insurance: Change management, transformation of back office services, teller sales training, customer service
  • Healthcare: Re-structure for commercialisation (surgical)
  • Infrastructure: Re-structure for commercialisation (power utility), accounts receivables (rail service)
  • Light Manufacturing/Packaging: Waste/yield management, portion control
  • Manufacturing: Waste/yield management, quality control
  • Mining: Operational safety, waste/yield management, change management for new system implementation
  • Retail: Sales and customer service training
  • Services: Change management for new system implementation, customer service training
Sheila Nguyen

Dr Sheila Nguyen has had several learning opportunities in life (aka missteps & mistakes), and as a result, she is continually motivated to do things better over time.  As a firm believer in the aphorism, ‘a rising tide lifts all boats,’ she enthusiastically shares her love for learning with others so that everyone will lift to ‘their own greatness.’

Her learning opportunities came from working with licensing/marketing (PGA Tour, USA), corporate consulting (William Morris Agency, Beverly Hills, USA), and as part of the broadcasting team at the 2010 Asian Games (Guangzhou, China) with clients such as NHK, Al-Jazeera, KBS, and CCTV. Sheila is a member of Baseball Victoria’s Board of Directors and is part of the Committee for Melbourne business leadership program. She is Leadership in Energy and Environmental Design (LEED) Green Associate certified (since 2011) and recently passed her National Australian Built Environment Rating System (NABERS) assessor exam.

Her adrenaline comes from being the Director of the Master of Business (Sport Management) Program at Deakin University (Melbourne, Australia) and in her role as the Executive Director of Sports Environment Alliance (SEA), a not-for-profit organisation dedicated to leading, educating and empowering the sport industry and its partners in ecological consciousness. 

She enjoys moonlighting as a Coxswain Alliance team member!

Andrew de Oliveira

E: adeoliveira@coxswainalliance.com

  • Passionate and engaging consultant with twenty years global experience in senior business line management.
  • Track record in leading and developing large and diverse teams through significant change, including migration and consolidation of IT systems and business support services across multiple markets.
  • Capabilities include Business Development, Call Centre Operations, Sales and Marketing, Corporate Planning and Strategy, Stakeholder Management and Change Management.

Experience

  • Downstream Oil: Network Development, Operations, Fuel Card Programs and Systems, Planning and Strategy
  • Financial Services: Operations, Call Centre, Business Development, Relationship Management, Card/Payment Systems and Processes
  • Franchising: Sales and Marketing, Franchise Development
  • Retail: FMCG, Multi-site Operations, issuing and acquiring of Credit Card Payments, Loyalty Programs
Justin Osmotherly

E: josmotherly@coxswainalliance.com

  • Consultant with seven years experience improving the operations of large multinational and government owned corporations in Australia, U.K, Germany and China.
  • Proven communication and analysis skills with solid experience gathering requirements, facilitating workshops, and designing solutions to generate value for stakeholders through a collaborative approach.
  • Experienced liaising between business and technology departments to enable and deliver operational efficiencies through streamlining product offerings, improving processes and aligning incentives to desired management behaviours.
  • Capabilities include process mapping, process improvement, organisational change, product management, due diligence management, decision support, procurement management, financial modelling and training.

Experience

  • Utilities: Trading, Wholesale/Retail transfer pricing, Billing, Operations, IT, Sales and Marketing, Corporate Finance
  • Energy: Venture capital strategy, Innovation Strategy
  • Chemicals: Sustainability strategy
  • Fashion: Market entry strategy
  • Financial Services: FX back office processes, Check processing, Corporate Actions, Share registry call centre
Charlie Roach

E: croach@coxswainalliance.com

  • Consultant with over 20 years’ international experience across multiple industries in senior and executive management and consulting roles.
  • Compelling leadership skills, sound commercial acumen and strategic thinking have contributed to a solid track record of significantly improving business outcomes and robust people development.
  • Capabilities include Project and Change Management, Management Systems Design, Process Improvement, Organisational and Leadership Development.

Experience

  • Contact Centres: Outsourcing and In-House, Workforce Management, Vendor Management, Operations, Sales and Customer Service, Shared Services Management (Quality Assurance, Contracts, Procurement), Client Relationship Management, Project Management, Technology, new business acquisitions
  • Product Distribution: FMCG, Industrial Products, Scientific Products.
  • Insurance, Technology Services, Telecommunications, Education, Energy, Retail.
Caty Scott

E: cscott@coxswainalliance.com

  • A strategic advisor and project manager with 17 years experience in top tier banks and professional services consulting.
  • Chartered Accountant with an ability to lead teams and strategic change programs across a range of banking services (retail, business, institutional and markets, wealth management, treasury, finance, and security).
  • Brings a consultative practical approach to resolve business challenges and a strong commercial acumen with deep experience in strategy, process improvement, finance and risk management.
  • Capabilities include project management, strategy and operating model design, process improvement, change management, coaching, business case development and risk management.

Experience

  • Financial Services: banking, insurance, wealth management, finance, call centres, business continuity, and procurement
Stas Tsaloukis
  • 25 years in Business Unit, General Management and B2B Industrial Sales leadership roles in Australia.
  • Track record of highly effective stewardship of complex, technically focused businesses for major corporates, meeting sales, operational and HSE objectives.
  • Experience in leading transformational change – managing business restructures and acquisitions, achieving sustainable HSE improvements and directing business activities into more productive and profitable areas. Development of national customer service KPI’s to refocus branch level activity to meet customer retention targets and digital marketing initiatives
  • Values driven, collaborative management approach, with a focus on developing cross functional teams to improve co-ordination business effectiveness.
  • Capabilities: Business Diagnostics and Analysis, Strategy and Planning, Change Management, Project Management, Stakeholder Management, Process Re-Engineering, Balanced Scorecard Implementation, Coaching and Mentoring front line managers.

Experience

  • Downstream energy industry: Operations and Sales.
  • Sales: National and Regional B2B industrial sales: selling into SMEs through to corporates (transport, mining, manufacturing, retail).
  • Supply Chain: Bulk hazardous liquid and packaged goods transport.
  • Development of, and improvement in, customer facing Policies and Procedures
  • Health, Safety, Environment, OHS
  • ISO 9001 Customer Service Management system
  • ISO 14001 Environmental Management system
Melissa Wilkinson

E: mwilkinson@coxswainalliance.com

  • Senior Consultant and Project Leader with ten years consulting experience working on projects ranging from organisational redesign, IT strategy, employee engagement and cultural change.
  • Demonstrated success in analysing the client organisation, partnering with clients to develop solutions that meet the business’ needs and delivering project outcomes to achieve measurable benefits.
  • Capabilities include Change Management, Operational Improvement and Excellence, Facilitation and Training, Coaching, Organisational Development, Learning and Development, Project Management.

Experience

  • Financial Services: Back office processes, customer services
  • Healthcare: Medical centres, pathology, imaging, clinical trials
  • Human Resources: HR processes, learning and development, organisational development
  • IT: IT strategy
  • Manufacturing: Fast Moving Consumer Goods (FMCG) – pulp and paper
  • Resources/Mining: Bauxite, alumina
  • Retail: Multi-location retail stores, multi-location light industrial/co-operative
  • Sales: FMCG
Philip Wong

E: pwong@coxswainalliance.com

  • Senior Consultant and Project Leader with over ten years professional experience in military, pharmaceutical, biotechnology and resources sectors.
  • Frontline management experience in manufacturing, services and military environments.
  • Currently a serving officer in the Australian Army Reserve having held both leadership and instructional postings.
  • Capabilities include Operational Analysis, Process Mapping, Operational Excellence, Training, Coaching, Leadership Development, Strategy Development, Change Management, Quality Management, Pharmaceutical Research & Development, Team & Project Management

Experience

  • Financial Services and Insurance: Back office processes, call centers, claims processing, customer service, new business and underwriting
  • Healthcare: Cord blood banking, cold chain logistics and distribution, medical laboratory services, clinical trials, QC/QA systems, research and development
  • International Aid/Development: Capacity development, strategic communication, liaison, impact assessments
  • Manufacturing: Pharmaceuticals, Quality systems development and management
  • Military: Operations planning, operations evaluation, command, training and instruction, civil-military co-operation, civil-military liaison
  • Resources/Mining: Open cut mining, drilling and blasting, coal processing, alumina refining
  • Services: Analytical laboratory services, community relations, emergency services, environmental services, human resources
  • Utilities: Electricity, water
Chris Yates

E: cyates@coxswainalliance.com

  • Consultant with ten years professional experience in operations management in financial services environments including superannuation, insurance, managed investments and employee share schemes.
  • Strong track record in leading business process redesign initiatives leading to reduced costs and improved business performance.
  • Strong analysis and strategy skills with experience in application to improve operations performance in the areas of cycle times, quality, productivity, customer service and satisfaction.
  • Capabilities include Leadership, Coaching, Leadership Development, Strategy Development, Management Operating Systems, Process Improvement, Change Management and Project Management.

Experience

  • Financial Services: Administration, relationship management, call centre, document management, remediation
  • Education & Training: Secondary education
  • Television Production: Directing, producing
Hospitality
Alliance partners

As a boutique, local firm, we do not plan to try to provide all services to our clients that they may need. We have found that many clients have leveraged our networks to find people or organisations suitable to a specific challenge.

In establishing Coxswain Alliance, we have formalised the relationship with a number of trusted, expertise-driven groups; through working collaboratively with these groups, we have been able to expand and round out our ability to meet our clients’ needs.

Go to Core Services to see what Coxswain Alliance can do for you.

Healthcare
ICT
Utilities
Infrastructure [PE venture]
Automotive
IT & Construction

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