Description
In this particular brief elucidation about stephen todd programme director, bsc msci management science.
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STEPHEN TODD
Programme Director, BSc/MSci Management Science
Senior Teaching Fellow, Management Science and Innovation
University College London (UCL)
Email: [email protected]
Mobile: 07960 962 573
Stephen has 30 years experience working with technology-driven businesses, ranging
from start-ups to global companies. Projects he has worked on have generated
quantifiable benefits worth over $100 million. He has worked with companies across
a wide range of sectors including: aerospace & defence, automotive, computers,
electronics, healthcare, industrial, government, semiconductors, software,
telecommunications and transport. His business experience includes:
• Setting up new ventures and establishing partnerships
• Developing and implementing business and operations strategies
• Driving step-change improvements in operational performance
• Turning around major projects.
Prior to founding Operations Management Research in 2003, Stephen worked for
seven years with management consultants PRTM (now part of PwC). Prior to joining
PRTM, he spent ten years with Hewlett-Packard and five years with GEC-Marconi.
Stephen started his career as a research scientist specialising in the application of
artificial intelligence in defence and healthcare. He worked at the GEC Marconi
Research Centre, the University of Edinburgh’s Department of Artificial Intelligence,
Hewlett-Packard Laboratories and Hewlett Packard’s Medical Products Group.
At PRTM, he helped leading technology companies (such as Nokia, 3Com and SAP)
transform their product development and supply chain performance. He also acted as
the interim Chief Operating Officer for a major telematics Joint Venture and led the
successful turnaround of a £600 million industrial project.
Over the last ten years, Stephen has had a major focus on understanding the support
early-stage and SME companies need to help them unlock growth. For Scottish
Enterprise, he designed and delivered innovative business support services in areas
including: product development, supply chain management and marketing & sales.
For Goldman Sachs, he helped design and deliver innovative programmes for
entrepreneurs in the UK and China as part of their 10,000 Small Businesses and
10,000 Women initiatives.
Stephen is an experienced educator who has designed and delivered innovative
curricula in a number of areas of business and management. He has been an Associate
Fellow at the University of Oxford’s Saïd Business School for the last ten years and is
a Visiting Professor at Zhejiang University’s Global Entrepreneurship Center.
He has been a lecturer on MBA, Executive MBA and MSc programmes at the Saïd
Business School, London Business School, Warwick Business School, Warwick
University Engineering Management Centre, Zhejiang University, Sun-Yat Sen
University and the University of Electronic Science and Technology of China.
Stephen has an MA in Mathematics from the University of Cambridge, an Executive
MBA from the London Business School, a Master of Studies in Creative Writing
from the University of Oxford and is a Fellow of the RSA.
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EDUCATION
2007-2011 UNIVERISTY OF OXFORD
Master of Studies in Creative Writing
2004- 2006 UNIVERSITY OF OXFORD
Diploma in Creative Writing (Distinction)
1994-1996 LONDON BUSINESS SCHOOL
MBA (Executive MBA Programme)
1979-1982 UNIVERSITY OF CAMBRIDGE
MA in Mathematics
Entrance Exhibition. Sponsored by GEC Marconi Research Centre
CURRICULUM DESIGN
2013 UNIVERSITY COLLEGE LONDON
Management Science BSc/MSci
Developed design for a new 4-year BSc/MSci in Management Science. The design
includes: academic rationale for the programme; programme structure and assessment
methods; educational aims of the programme; programme diet; and associated market
research. The design has been approved by the Management Science & Innovation
(MS&I) Teaching Committee and by the External Examiner (Professor Zeger
Degraeve, Dean of the Melbourne Business School).
The focus of the new programme is on high-growth companies and complex,
innovation-intensive, data-driven environments and it is unique in the UK - the closest
equivalents are the programmes at Stanford and MIT. It will provide students with a
rigorous, practical foundation in the relevant principles of mathematics, engineering
and science that underpin the practice of management and enable them to develop
strong quantitative and analytical skills and an in-depth understanding of how
companies work.
2010-2012 SAÏD BUSINESS SCHOOL, OXFORD UNIVERSITY
Silicon Valley Comes to Oxford (SVCO)
Silicon Valley Comes to Oxford (SVCO) is an innovative part of the Saïd Business
School’s MBA programme. The programme is one of the highlights of the Saïd
Business School year and is a transformational experience for many students and
alumni. SVCO is a key part of how the Saïd Business School differentiates the
entrepreneurship element of its MBA programme and is an important factor in MBA
recruitment. The programme takes place over three days in the weekend and Monday
before Thanksgiving each year.
The core of each year’s SVCO are the Masterclasses. These are highly interactive
sessions focused on the challenges of starting and growing technology businesses.
The style is informal with minimal PowerPoint and the people running the
Masterclasses talk openly about the issues and problems they are really passionate
about and share their failures as well as their hard won successes. The programme
also includes 1-1 mentoring sessions which give selected students the opportunity to
meet speakers 1-1 to ask them questions that could help them launch their new
businesses or get the job they want with an early-stage company.
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The programme also includes Plenary Sessions which provide an opportunity to hear
prominent entrepreneurs, innovators and investors discuss and debate key issues in
entrepreneurship and innovation, and a debate at the Oxford Union. For SVCO12 the
topics of the Plenary Sessions were: ‘Starting and Scaling Facebook’ and ‘Unlocking
Data, Unlocking Growth’ and the Motion for the debate was: ‘This House believes
that corporations are capable of safeguarding against the risks of Big Data’.
Took on leadership role for SVCO in 2010. Defined core purpose for the programme
– ‘to create and share actionable insight on what it takes to start, scale and run great
technology companies’ – and created new strategy focused on developing its core
asset – a world-class ‘think tank’. Led active management of relationships with
leading Silicon Valley entrepreneurs, innovators and investors to increase SVCO’s
impact.
SVCO12 included 38 speakers, 28 Masterclasses (up from 12 in 2010) and over 50
hours of educational content. Worked with each of the speakers in advance to identify
key areas of actionable insight and help them refine the content of their sessions.
Speakers from SVCO10, SVCO 11 and SVCO 12 include:
Reid Hoffman (LinkedIn/Greylock), Biz Stone (Twitter/Obvious), Megan Smith
(Google), Padmasree Warrior (Cisco), Andrew McCollum (Facebook/NEA), Jonathan
Heiliger (Facebook/North Bridge), Patrick Chung (NEA), Micheal Chui (McKinsey
Global Institute), Kal Patel (Best Buy/Vantage Point Capital Partners), Allen Morgan
(Mayfield/IdeaLab), Brian Sager (Nanosolar), Julie Hanna (Scalix/Kiva), Kim Polese
(Marimba/SpikeSource), Joichi Ito (Creative Commons/Neoteny Labs), Saul Kelin
(Index Ventures), Rich Goldman (Synopsis), Tom Hayes (Marvell/Mepedia), Stephen
Sorkin (Splunk), Tyler Bell (Factual), Bob Goodson (Quid).
SVCO12 had a special focus on Big Data and included a major new component –
SVCO 20:20 which took place on the Sunday. During the day, ten big data experts
shared their insight into the latest developments in the field in a series of high-impact
20-minute talks, designed to illustrate the landscape of opportunity, followed by 20
minutes of in-depth discussion. Participants worked during the day in small teams to
develop ideas for new ventures enabled by big data in healthcare, energy, retail and
new media.
2011-2012 GOLDMAN SACHS
10,000 Small Businesses – UK Core Curriculum Design
Developed the initial design for the UK Core Curriculum. The design identified the
key elements of each module and supported flexibility in delivery across multiple
locations. The module guidelines included: Topic Areas; Tools; Teaching Objectives;
Behaviour Changes; Recommended Delivery Approach; Module Sessions; Pre-Work;
and Follow-Up Work.
The design was based on material developed by Babson College for the US 10,000
Small Businesses programme and experience gained from the initial pilot in Leeds
(delivered by Leeds University Business School). Module guidelines and example
timetables were developed for each of the modules: You and Your Business; Growth
and Opportunities; Money and Metrics; You are the Leader; Connecting Financial and
Social Value; It’s the People; Marketing and Sales; Strategic Growth Through
Operations; Being Bankable; and Putting it all Together.
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The guidelines were used to support the delivery of the 10,000 Small Businesses
programme in four locations: Leeds (Leeds University Business School); Manchester
(Manchester Metropolitan University Business School); Birmingham (Aston Business
School) and London (University College London/UCL Advances).
2010-2011 GOLDMAN SACHS
10,000 Women Curriculum Task Force
Part of a seven-person task force (with Maha El Shinnawy (The American University
in Cairo), Peter Bamkole (Pan African University), Zhongming Wang (Zhejiang
University), Patti Greene (Babson College), Rosangela Pedrosa (Fundação Dom
Cabral) and Kavil Ramachandran (Indian School of Business)) convened by Goldman
Sachs to develop a set of guidelines to help align the curricula from the different
10,000 Women programmes worldwide, support the sharing of best practices and
guide continuous improvement.
Worked with Prof Maha El Shinnawy (The American University in Cairo) to develop
a draft set of guidelines that identified: Topics, Teaching Objectives, Behaviour
Changes and Recommended Delivery Approach. Guidelines were developed for each
of the main curriculum areas: Entrepreneurship, Growth & Writing The Business
Plan; Financial Management; Marketing & Sales Management; Negotiation
Dynamics; Accounting; Strategic Management; Operations Management; Leadership;
Human Resources; Organisation.
These draft guidelines were further developed by Babson College and used to assess
the curricula used in each of the 10,000 Women programmes worldwide.
2009 SAÏD BUSINESS SCHOOL, UNIVERSITY OF OXFORD
MBA Operations Management Core Course
Part of a three-person team (with Dr. Steve New and Professor Alastair Nicholson)
responsible for a radical redesign of the MBA Operations Management core course.
The new course design focused on the key operations issues relevant to CEOs,
Entrepreneurs, Investors and Consultants.
Responsible for teaching the new course to one of the three MBA streams.
2009 GOLDMAN SACHS
Oxford-Zhejiang 10,000 Women Entrepreneurship Certificate
Programme – Curriculum Design
Worked with Zhejiang University to design the core curriculum for a 20-day
programme (5 x 4-day modules) designed for Chinese women entrepreneurs. Initial
curriculum design structured around: Core Business and Management Concepts; Core
Entrepreneurship Concepts; and Management and Entrepreneurial Skills.
This curriculum was subsequently used as the basis for the Oxford-SWUFE 10,000
Women Entrepreneurship Certificate Programme delivered by South Western
University Of Finance And Economics (SWUFE) in Chengdu.
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TEACHING EXPERIENCE
2013 UNIVERSITY COLLEGE LONDON/UCL ADVANCES
Module: “It’s The People”,
Goldman Sachs 10,000 Small Businesses Programme.
Module: “Strategic Growth Through Operations”,
Goldman Sachs 10,000 Small Businesses Programme.
2012 OXFORD UNIVERSITY
Lecture: “Frontiers of Healthcare Innovation”,
Quality Improvement Science and Systems Analysis Module,
MSc in Surgical Science.
2012 ZHEJIANG UNIVERSITY/OXFORD UNIVERSITY
Lecture: “From Business Planning to Business Model Innovation”,
Oxford-Zhejiang 10,000 Women Entrepreneurship Certificate
Programme.
2012 SOUTHWESTERN UNIVERSITY OF FINANCE AND
ECONOMICS/OXFORD UNIVERSITY
Lecture: “Operations Management”, Oxford-SWUFE 10,000 Women
Entrepreneurship Certificate Programme.
2011 ZHEJIANG UNIVERSITY/OXFORD UNIVERSITY
Lecture: “Business Planning”, Oxford-Zhejiang 10,000 Women
Entrepreneurship Certificate Programme.
Mentor Training: “Mentoring Business Plans”, Oxford-Zhejiang
10,000 Women Entrepreneurship Certificate Programme.
Lecture: “Operations Management”, Oxford-Zhejiang 10,000 Women
Entrepreneurship Certificate Programme.
2011 SOUTHWESTERN UNIVERSITY OF FINANCE AND
ECONOMICS/OXFORD UNIVERSITY
Mentor Training: “Mentoring Business Plans”, Oxford-Zhejiang
10,000 Women Entrepreneurship Certificate Programme.
Lecture: “Operations Management”, Oxford-SWUFE 10,000 Women
Entrepreneurship Certificate Programme.
2010 SUN YAT-SEN UNIVERSITY/OXFORD UNIVERSITY
Lecture: “Industrial Upgrading: Building High Performance
Companies and Clusters”, EMBA Module (Leadership Programme for
China, Oxford University Department for Continuing Education).
Lecture: “Using Operational Insight to Develop New Concepts
EMBA Module (Leadership Programmes for China, Oxford University
Department of Continuing Education).
2010 UNIVERSITY OF ELECTRONIC SCIENCE AND
TECHNOLOGY OF CHINA/OXFORD UNIVERSITY
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Lecture: “Using Operational Insight to Develop New Concepts”,
EMBA Module (Leadership Programmes for China, Oxford University
Department of Continuing Education).
2009 ZHEJIANG UNIVERSITY/OXFORD UNIVERSITY
Lecture: “Implementing Strategy: What CEOs Need to Know About
Operations”, EMBA Module (Saïd Business School, Oxford
University).
Lecture: “Operations Management”, Oxford-Zhejiang 10,000 Women
Entrepreneurship Certificate Programme.
2009 SAÏD BUSINESS SCHOOL, OXFORD UNIVERSITY
Lecture: “Operations”, MBA Entrepreneurship Project Core Course.
Lecture: “Finance”, MBA Entrepreneurship Project Core Course.
Supervised eight MBA Entrepreneurship Project teams and assessed
sixteen MBA Entrepreneurship Project Business Plans.
2008 SAÏD BUSINESS SCHOOL, OXFORD UNIVERSITY
Supervised EMBA Dissertation and assessed two EMBA
Dissertations.
2001-2007 WARWICK UNIVERSITY, ENGINEERING MANAGEMENT
CENTRE
Lecture: “Supply Chain Performance Management”,
Supply Chain Management Module, M.Sc. Programme.
Lecture: “Supply Chain Performance Management”,
Defence Logistics Organisation (DLO) Supply Chain Programme.
Lecture: “Operations Management in Lean Supply Chains”,
AstraZeneca Manufacturing Professionalism Programme.
Lecture: “NPI Supply Chain Management”,
BAE SYSTEMS Supply Excellence in Business Programme.
Lecture: “Supply Chain Performance Measurement”,
Fulfilling Customer Needs Elective, Marconi Masters Programme.
2000-2002 LONDON BUSINESS SCHOOL
Lecture: “Driving Supply Chain Performance Improvement”,
Supply Chain Management Elective, MBA Programme.
2002 WARWICK BUSINESS SCHOOL
Lecture: “Implementing Breakthrough Operations Strategies”,
Operations Strategy Elective, MBA Programme.
1986 EDINBURGH UNIVERSITY
M.Phil. External Examiner. Department of Artificial Intelligence.
1982-1990 CHELSEA/KINGS COLLEGE, LONDON UNIVERSITY
M.Sc. Lecturer/External Examiner. Dept. of Electronic Engineering.
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TEACHING CASES
Todd, S. “Zhejiang University Global Entrepreneurship Research Center”, 2010. Case
developed with funding from the Goldman Sachs Foundation.
Todd, S. “Hangzhou Synteam - Growing a Successful Electronic Instrumentation and
Control Components Company”, 2010. Available in English and Mandarin. Case
developed with funding from the Goldman Sachs Foundation.
Todd, S. “Liang Baby – Developing a Botanical Baby Skin Care Cream”, 2010.
Available in English and Mandarin. Case developed with funding from the Goldman
Sachs Foundation.
Todd, S. “Zoombu – Building an Innovative “Travel 2.0” Company”, 2009. Available
in English and Mandarin. Case developed with funding from the Goldman Sachs
Foundation.
CURRENT ACTIVITIES
2003-Present OPERATIONS MANAGEMENT RESEARCH LIMITED
Director
Operations Management Research (OMR) helps entrepreneurs and CEOs design and
build companies that can scale. It helps companies achieve breakthrough results by
implementing operations best practices. And it helps companies understand complex
markets and develop new concepts for breakthrough products and services using
outcome-based innovation techniques.
OMR helps Regional Development Agencies design and implement new business
support services that can have a measurable impact on the performance of companies
in their region. And it helps universities design and deliver innovative management
courses.
Clients include:
• 4i2i; Albacom; Abelon Systems; Codyne; CRL Opto; ECS Technologies;
Electronics Scotland; ePOINT Technology; Freescale Semiconductors; Ice
Robotics; IRC Scotland; ITI Techmedia; Justfone; Motorola; Nallatech; PRTM;
Raytheon; Scientific Generics; Scottish Embedded Software Centre; Scottish
Enterprise; Seven Layer Communications; Trak Microwave; University of
Oxford; Warwick Business School.
Example projects:
• Developed an open innovation strategy and operating model for a major
semiconductor company to enable them to work effectively with early stage
companies and SMEs.
• Developed a growth and divestment strategy for a Business Unit of a major
defence company that had diversified into multiple product areas.
• Developing new concepts for traffic management systems and personalised travel
information services as part of a collaborative project on intelligent transport
funded by the Technology Strategy Board. Partners include Transport for London,
Kent County Council, City of York County Council, QinetiQ, and a number of
SMEs and universities.
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• Developed the technology strategy for a £5 million R&D programme on next
generation Online Game Development platforms.
• Developed market requirements and new product concepts for a £5 million R&D
programme on Machine-readable Security Tagging platforms.
• Developed market requirements and new product concepts for a £3 million R&D
programme on Software Testing.
• Helped a high-performance FPGA computing company develop their product
roadmap and establish a new product marketing team.
• Helped a developer of interactive kiosk and gaming technology implement
product development and product management best practices.
• Developed and delivered innovative business support services for early-stage and
SME companies for a Regional Development Agency in areas including: product
development, supply chain management and marketing & sales.
2003-Present SAÏD BUSINESS SCHOOL, UNIVERSITY OF OXFORD
Associate Fellow
Supports the School across a range of activities including: Teaching, Careers,
Development, Executive Education and External Relations.
• Led the development of the Silicon Valley Comes to Oxford (SVCO) programme
since 2010. Defined core purpose for the programme – ‘to create and share
actionable insight on what it takes to start, scale and run great technology
companies’ – and created new strategy focused on developing its core asset – a
world-class ‘think tank’. Led active development of relationships with leading
Silicon Valley entrepreneurs, innovators and investors.
• Part of the Oxford team working with Zhejiang University and the South Western
University of Finance and Economics (SWUFE) on the Goldman Sachs 10,000
Women programme. Responsible for Oxford’s contribution to the initial
curriculum design. Taught modules on Business Planning and Operations
Management on the 10,000 Women programmes in Hangzhou and Chengdu.
• Part of the Oxford team working on the Goldman Sachs 10,000 Small Businesses
programme. Responsible for the development of the initial design for the UK Core
Curriculum and supporting the ramp-up of the programme in four locations –
Leeds (with Leeds University Business School); Manchester (with Manchester
Metropolitan University Business School); Birmingham (with Aston Business
School) and London (with University College London/UCL Advances).
• Part of a three-person team (with Dr. Steve New and Professor Alastair
Nicholson) responsible for a radical redesign of the MBA Operations
Management core course. The new course design focused on the key operations
issues relevant to CEOs, Entrepreneurs, Investors and Consultants. Responsible
for teaching the new course to one of the three MBA streams.
• Career development support for MBA students and alumni, including 1-1
mentoring and organising workshops and panels with key industry speakers.
• Member of the Oxford Centre for Entrepreneurship and Innovation (OxCEI) and
the School’s Operations Management Academic Area.
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2009-Present GLOBAL ENTREPRENEURSHIP RESEARCH CENTER,
ZHEJIANG UNIVERSITY
Visiting Professor (2011-Present)
Senior Visiting Researcher (2009-2011)
The Global Entrepreneurship Research Center (GERC) is an interdisciplinary research
centre of Zhejiang University. Based mainly in the School of Management, the centre
brings together academics from a range of disciplines and and experts from
institutions and schools in China and abroad.
Supports GERC Director (Professor Zhongming Wang) with the development of
strategic relationships with City and Regional Governments, including developing
strategies for industrial upgrading and the design of new business support services.
2013 Hangzhou Professional Management Development Research
Association (PMDRA) Launch
Lecture: “Business Model Innovation and Professional Management
Development”.
2011 Guangzhou Intellectual Property Workshop
Lecture: “Unlocking the Value of Intellectual Assets: Key Lessons for
CEOs”.
2011 China-Kunming Pan-Asia Entrepreneurial Talents Development
Base Launch
Lecture: “Entrepreneurial Operations Management”.
2010 GERC Panyu Centre Launch
Lecture: “Strategies for Optimising Operations for a World Class
Industrial Base”.
2013-Present NUMERICAL ALGORTIHMS GROUP (NAG)
Non-Executive Director
The Numerical Algorithms Group (NAG) is a not-for-profit organization dedicated to
applying its unique expertise in numerical engineering to delivering high-quality
computational software and high performance computing services. For almost 40
years NAG experts have worked closely with world-leading researchers in academia
and industry to create powerful, reliable and flexible software which today is relied on
by tens of thousands of individual users, as well as numerous independent software
vendors.
2013-Present EMERGE VENTURE LAB
Advisory Board
The Emerge Venture Lab’s mission is to support and scale early stage social ventures
that seek to tackle social and environmental problems and have the potential for
significant growth. Founded in 2010 by the Skoll Centre for Social Entrepreneurship
at the University of Oxford’s Saïd Business School and Student Hubs, the Lab has
supported 22 startups to date, of which 60% remain operational and 45% have raised
further finance.
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PREVIOUS BUSINESS EXPERIENCE
1996-2003 PITTIGLIO RABIN TODD & MCGRATH
Principal (1998-2003), Manager (1997-1998), Associate (1996-1997)
Results-oriented implementation consultant responsible for leading major strategy and
operations projects for high-growth technology companies that delivered value in
excess of $100 million. Example projects include:
• Led successful turnaround of £600 million industrial project that was behind
schedule and had no credible plan to complete. As a result the customer had lost
all confidence in ability of the company to deliver. Formed Integrated Project
Team (IPT) and facilitated development of integrated plan for delivering the
project. Drove IPT to achieve “No Right Shift” execution and achieved critical
end of financial year milestone that generated £30 million additional revenue.
• Acted as interim Chief Operating Officer for a start-up pan-European telematics
Joint Venture between three European car companies (!200m planned
investment). Responsible for leading the company’s Management Team through
the development of its operating strategy and staged plans for building the
business.
• Implemented project-centred development for a multi-billion dollar software
company. Convinced Co-Chairmen and Board of need for change and
demonstrated that the approach would work within their unique culture. Critical
to the success of the implementation in this non-hierarchical organisation was
achieving broad consensus on the plan across the Program Directors, a group of
50 senior managers, one down from the Board.
• Improved the New Product Introduction (NPI) performance of the supply chain
operations of a major telecommunication equipment company. Reduced lead-
times for prototypes by 50%. Defined the NPI supply chain operating model for
its outsourced sub-assembly manufacturing operations. Quantifiable bottom-line
benefits from this project exceeded $30 million/year.
• Improved the Engineering operations of a major defence equipment company.
Stabilised execution on two major programmes and avoided significant liquidated
damages. Implemented improvements in engineering productivity worth tens of
millions of pounds.
• Stabilised product development execution across the entire operations of a large
electronic equipment manufacturer. Rationalised their product development
pipeline to meet R&D spending commitments made to the Stock Market and
implemented effective programme management and management decision-
making. This project turned around the division and avoided the possibility of
closure.
• Led feasibility and scoping study to investigate potential market failure in
electronics sector and identify actions needed to stimulate electronics product
development in Scotland. Developed new vision for electronics sector based on
co-development and staged recommendations for implementation.
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1991-1995 HEWLETT-PACKARD MEDICAL PRODUCTS GROUP (MPG)
R&D Business Development Manager
Manager, Standards & Technology Development Centre (STDC)
Part of world-wide cross-functional team working on Group-level strategy to develop
new business areas in Healthcare Information Systems and Systems Integration.
Worked on these ideas from their initial conception through to the implementation of
the strategy and the formation of a new division - Healthcare Information
Management Division (HMD). Dual reporting to World-wide R&D Manager (USA)
and General Manager, HMD-Europe. Member of HMD-Europe Extended Staff.
Invited member of MPG R&D Council. Managed team of 5 Project
Mangers/Consultants and an annual budget of $900,000.
• Identified and led the development of technology strategy and R&D partnerships
in Europe. Starting point for this was a broad description of potential new business
opportunities in information systems from previous investigations. Initial strong
resistance from several members of MPG Executive Committee.
• Turned this strategy into a portfolio of accepted and funded co-operative R&D
projects involving over 50 external partner organisations (industry, healthcare
organisations, universities).
• Led preparation of proposals for European Commission Advanced Informatics in
Medicine (AIM) Programme. Identified and qualified potential partners and
consortia. Led negotiations and development of shared vision within consortia
consistent with HP business objectives. Detailed planning of R&D objectives,
commitments and work packages for each project. Full responsibility for all
aspects of contract negotiations with EC and business partners. HP co-authored
proposals had an acceptance rate of 75%, compared with an industry average of
18%.
• Set up new European entity - Standards and Technology Development Centre- to
acquire and/or develop required technologies. This organisation was unique in the
way it bridged boundaries between traditional Divisional R&D, responsible for
Product Development, and European Medical Project Centres, responsible for
Systems Integration. Identified internal customers and negotiated funding from
MPG Executive Committee and HP European Corporate Development. Recruited
and led highly motivated world-class team.
• Responsible for developing exploitation plans including handling business
negotiations with major international medical imaging company for STDC to
develop critical teleradiology software components for their medical imaging
workstation product family. Activities included joint market research and product
definition, and negotiation of licensing terms and minimum volume agreement.
• Projects were successful in identifying key product functionality, in scoping and
reducing technology risk, and for developing European reference sites for HP’s
vision of Integrated Information Management in healthcare.
• Projects achieved a very high leverage of HP’s investment and significantly
enhanced the company’s reputation as an innovative solution provider with leading
healthcare customers in Europe and USA.
• Participant - INSEAD Strategic R&D Management Programme, May 1993.
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1985-1991 HEWLETT-PACKARD LABORATORIES
1990-1991 Business Development Manager
Initiated business investigations for opportunities in the healthcare market that would
exploit advanced technology in information management, networking and
communications developed by HP Labs. Working with a wide range of Medical
Products Group entities world-wide, including: Clinical Systems Business Unit,
Health Care Information Systems Business Unit, Medical Project Centres and
Medical Sales teams. Invited member of Clinical Systems Business Unit R&D
Council.
• Provided consultancy to HP Labs project teams on relating their technology to
healthcare customer needs.
• Supported UK Medical Sales team in developing relationships with key NHS
executives and clinical opinion leaders.
1987-1990 Project Manager - Intelligent Alarm Technology Project
Responsible for strategic and technical direction of project. Recruited and led a highly
motivated team of 4 Research Scientists and Engineers. Responsibilities included:
budget management and salary profiling; performance evaluation and personnel
development planning.
• Member of Knowledge-Based Programming Department management team.
HP Labs Bristol was responsible for the long-range artificial intelligence research
strategy for HP world-wide. Responsible for HP Labs work on knowledge-based
planning, reasoning about dynamic systems and qualitative physics.
• Championed research on application of knowledge-based programming to patient
monitoring to HP entities world-wide.
• Authored a detailed analysis of customer benefits from advanced patient
monitoring functionality enabled by knowledge-based programming. Used this to
build a shared vision of “Intelligent Monitoring” between Marketing and R&D
within the Medical Products Group.
• Negotiated plan for technology transfer to Boeblingen Medical Division, Germany,
with identified product contribution included in their Intermediate Range Plan.
• Established joint research programme on intelligent monitoring with Medical
Department, HP Labs, Palo Alto and collaboration with leading clinical groups.
• Supported UK Medical sales teams on major deals, including $2-3M deal for the
National Heart Hospital/Royal Brompton Hospital; largest ever HP UK Medical
order.
• Assisted team at Imperial College/St. Mary's Hospital with preparation of business
case for transfer of new neonatal monitoring technology and championed work
within HP for 2 years.
1985-1987 Member of Technical Staff
Developed business case to set up long-range research programme on application of
knowledge-based programming to patient monitoring. Built technology base and links
with leading groups in Europe and USA.
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1982-1985 GEC MARCONI RESEARCH CENTRE
1984-1985 Research Fellow – Edinburgh University
Seconded to Edinburgh University Department of Artificial Intelligence to help them
set up the research team for a major national demonstrator project on manufacturing
applications of artificial intelligence.
1982-84 Research Scientist - Artificial Intelligence Group
Project Leader for research programme in knowledge-based planning. Responsible for
feasibility and design studies for applications including: sonar sensor configuration,
spacecraft management, VLSI design for self-test and signal interpretation.
PATENTS
BRAND PROTECTION MANAGEMENT SYSTEM
United States - US2009307032 (A1), Issued December 10, 2009
(with Raglan Tribe, Ken MacLauchlan and Colin Frey)
A product management system for monitoring the movement of products through a
supply chain, the system being adapted to receive data from reader devices that
capture data associated with the products as they move through the chain. The
captured data is used to generate an event record for each product, at each stage in the
supply chain. These records are used, together with at least one model of the supply
chain, to detect anomalous events.
PRODUCT AUTHENTICATION SYSTEM
United States US2010019026 (A1), Issued January 28, 2010
(with Barry Hochfield, Raglan Tribe and Stephen McSpadden)
A system for authenticating articles comprising: an authentication manager for
managing authentication information associated with the articles; a plurality of secure
taggant reader instruments for reading machine readable taggants associated with the
articles, the taggants including the authentication or related information, and an
instrument configuration manager for secure on-line configuration of the instruments.
Each taggant reader instrument is operable to securely process and send
authentication information derived from a taggant to the authentication manager. The
authentication manager uses the received authentication information to identify
suspicious events. When suspicious events are detected, the instrument configuration
manager is able to reconfigure at least some of the taggant reader instruments.
Reconfiguration may also happen in the event of a product recall and/or taggant
security compromise.
doc_112429899.pdf
In this particular brief elucidation about stephen todd programme director, bsc msci management science.
1
STEPHEN TODD
Programme Director, BSc/MSci Management Science
Senior Teaching Fellow, Management Science and Innovation
University College London (UCL)
Email: [email protected]
Mobile: 07960 962 573
Stephen has 30 years experience working with technology-driven businesses, ranging
from start-ups to global companies. Projects he has worked on have generated
quantifiable benefits worth over $100 million. He has worked with companies across
a wide range of sectors including: aerospace & defence, automotive, computers,
electronics, healthcare, industrial, government, semiconductors, software,
telecommunications and transport. His business experience includes:
• Setting up new ventures and establishing partnerships
• Developing and implementing business and operations strategies
• Driving step-change improvements in operational performance
• Turning around major projects.
Prior to founding Operations Management Research in 2003, Stephen worked for
seven years with management consultants PRTM (now part of PwC). Prior to joining
PRTM, he spent ten years with Hewlett-Packard and five years with GEC-Marconi.
Stephen started his career as a research scientist specialising in the application of
artificial intelligence in defence and healthcare. He worked at the GEC Marconi
Research Centre, the University of Edinburgh’s Department of Artificial Intelligence,
Hewlett-Packard Laboratories and Hewlett Packard’s Medical Products Group.
At PRTM, he helped leading technology companies (such as Nokia, 3Com and SAP)
transform their product development and supply chain performance. He also acted as
the interim Chief Operating Officer for a major telematics Joint Venture and led the
successful turnaround of a £600 million industrial project.
Over the last ten years, Stephen has had a major focus on understanding the support
early-stage and SME companies need to help them unlock growth. For Scottish
Enterprise, he designed and delivered innovative business support services in areas
including: product development, supply chain management and marketing & sales.
For Goldman Sachs, he helped design and deliver innovative programmes for
entrepreneurs in the UK and China as part of their 10,000 Small Businesses and
10,000 Women initiatives.
Stephen is an experienced educator who has designed and delivered innovative
curricula in a number of areas of business and management. He has been an Associate
Fellow at the University of Oxford’s Saïd Business School for the last ten years and is
a Visiting Professor at Zhejiang University’s Global Entrepreneurship Center.
He has been a lecturer on MBA, Executive MBA and MSc programmes at the Saïd
Business School, London Business School, Warwick Business School, Warwick
University Engineering Management Centre, Zhejiang University, Sun-Yat Sen
University and the University of Electronic Science and Technology of China.
Stephen has an MA in Mathematics from the University of Cambridge, an Executive
MBA from the London Business School, a Master of Studies in Creative Writing
from the University of Oxford and is a Fellow of the RSA.
2
EDUCATION
2007-2011 UNIVERISTY OF OXFORD
Master of Studies in Creative Writing
2004- 2006 UNIVERSITY OF OXFORD
Diploma in Creative Writing (Distinction)
1994-1996 LONDON BUSINESS SCHOOL
MBA (Executive MBA Programme)
1979-1982 UNIVERSITY OF CAMBRIDGE
MA in Mathematics
Entrance Exhibition. Sponsored by GEC Marconi Research Centre
CURRICULUM DESIGN
2013 UNIVERSITY COLLEGE LONDON
Management Science BSc/MSci
Developed design for a new 4-year BSc/MSci in Management Science. The design
includes: academic rationale for the programme; programme structure and assessment
methods; educational aims of the programme; programme diet; and associated market
research. The design has been approved by the Management Science & Innovation
(MS&I) Teaching Committee and by the External Examiner (Professor Zeger
Degraeve, Dean of the Melbourne Business School).
The focus of the new programme is on high-growth companies and complex,
innovation-intensive, data-driven environments and it is unique in the UK - the closest
equivalents are the programmes at Stanford and MIT. It will provide students with a
rigorous, practical foundation in the relevant principles of mathematics, engineering
and science that underpin the practice of management and enable them to develop
strong quantitative and analytical skills and an in-depth understanding of how
companies work.
2010-2012 SAÏD BUSINESS SCHOOL, OXFORD UNIVERSITY
Silicon Valley Comes to Oxford (SVCO)
Silicon Valley Comes to Oxford (SVCO) is an innovative part of the Saïd Business
School’s MBA programme. The programme is one of the highlights of the Saïd
Business School year and is a transformational experience for many students and
alumni. SVCO is a key part of how the Saïd Business School differentiates the
entrepreneurship element of its MBA programme and is an important factor in MBA
recruitment. The programme takes place over three days in the weekend and Monday
before Thanksgiving each year.
The core of each year’s SVCO are the Masterclasses. These are highly interactive
sessions focused on the challenges of starting and growing technology businesses.
The style is informal with minimal PowerPoint and the people running the
Masterclasses talk openly about the issues and problems they are really passionate
about and share their failures as well as their hard won successes. The programme
also includes 1-1 mentoring sessions which give selected students the opportunity to
meet speakers 1-1 to ask them questions that could help them launch their new
businesses or get the job they want with an early-stage company.
3
The programme also includes Plenary Sessions which provide an opportunity to hear
prominent entrepreneurs, innovators and investors discuss and debate key issues in
entrepreneurship and innovation, and a debate at the Oxford Union. For SVCO12 the
topics of the Plenary Sessions were: ‘Starting and Scaling Facebook’ and ‘Unlocking
Data, Unlocking Growth’ and the Motion for the debate was: ‘This House believes
that corporations are capable of safeguarding against the risks of Big Data’.
Took on leadership role for SVCO in 2010. Defined core purpose for the programme
– ‘to create and share actionable insight on what it takes to start, scale and run great
technology companies’ – and created new strategy focused on developing its core
asset – a world-class ‘think tank’. Led active management of relationships with
leading Silicon Valley entrepreneurs, innovators and investors to increase SVCO’s
impact.
SVCO12 included 38 speakers, 28 Masterclasses (up from 12 in 2010) and over 50
hours of educational content. Worked with each of the speakers in advance to identify
key areas of actionable insight and help them refine the content of their sessions.
Speakers from SVCO10, SVCO 11 and SVCO 12 include:
Reid Hoffman (LinkedIn/Greylock), Biz Stone (Twitter/Obvious), Megan Smith
(Google), Padmasree Warrior (Cisco), Andrew McCollum (Facebook/NEA), Jonathan
Heiliger (Facebook/North Bridge), Patrick Chung (NEA), Micheal Chui (McKinsey
Global Institute), Kal Patel (Best Buy/Vantage Point Capital Partners), Allen Morgan
(Mayfield/IdeaLab), Brian Sager (Nanosolar), Julie Hanna (Scalix/Kiva), Kim Polese
(Marimba/SpikeSource), Joichi Ito (Creative Commons/Neoteny Labs), Saul Kelin
(Index Ventures), Rich Goldman (Synopsis), Tom Hayes (Marvell/Mepedia), Stephen
Sorkin (Splunk), Tyler Bell (Factual), Bob Goodson (Quid).
SVCO12 had a special focus on Big Data and included a major new component –
SVCO 20:20 which took place on the Sunday. During the day, ten big data experts
shared their insight into the latest developments in the field in a series of high-impact
20-minute talks, designed to illustrate the landscape of opportunity, followed by 20
minutes of in-depth discussion. Participants worked during the day in small teams to
develop ideas for new ventures enabled by big data in healthcare, energy, retail and
new media.
2011-2012 GOLDMAN SACHS
10,000 Small Businesses – UK Core Curriculum Design
Developed the initial design for the UK Core Curriculum. The design identified the
key elements of each module and supported flexibility in delivery across multiple
locations. The module guidelines included: Topic Areas; Tools; Teaching Objectives;
Behaviour Changes; Recommended Delivery Approach; Module Sessions; Pre-Work;
and Follow-Up Work.
The design was based on material developed by Babson College for the US 10,000
Small Businesses programme and experience gained from the initial pilot in Leeds
(delivered by Leeds University Business School). Module guidelines and example
timetables were developed for each of the modules: You and Your Business; Growth
and Opportunities; Money and Metrics; You are the Leader; Connecting Financial and
Social Value; It’s the People; Marketing and Sales; Strategic Growth Through
Operations; Being Bankable; and Putting it all Together.
4
The guidelines were used to support the delivery of the 10,000 Small Businesses
programme in four locations: Leeds (Leeds University Business School); Manchester
(Manchester Metropolitan University Business School); Birmingham (Aston Business
School) and London (University College London/UCL Advances).
2010-2011 GOLDMAN SACHS
10,000 Women Curriculum Task Force
Part of a seven-person task force (with Maha El Shinnawy (The American University
in Cairo), Peter Bamkole (Pan African University), Zhongming Wang (Zhejiang
University), Patti Greene (Babson College), Rosangela Pedrosa (Fundação Dom
Cabral) and Kavil Ramachandran (Indian School of Business)) convened by Goldman
Sachs to develop a set of guidelines to help align the curricula from the different
10,000 Women programmes worldwide, support the sharing of best practices and
guide continuous improvement.
Worked with Prof Maha El Shinnawy (The American University in Cairo) to develop
a draft set of guidelines that identified: Topics, Teaching Objectives, Behaviour
Changes and Recommended Delivery Approach. Guidelines were developed for each
of the main curriculum areas: Entrepreneurship, Growth & Writing The Business
Plan; Financial Management; Marketing & Sales Management; Negotiation
Dynamics; Accounting; Strategic Management; Operations Management; Leadership;
Human Resources; Organisation.
These draft guidelines were further developed by Babson College and used to assess
the curricula used in each of the 10,000 Women programmes worldwide.
2009 SAÏD BUSINESS SCHOOL, UNIVERSITY OF OXFORD
MBA Operations Management Core Course
Part of a three-person team (with Dr. Steve New and Professor Alastair Nicholson)
responsible for a radical redesign of the MBA Operations Management core course.
The new course design focused on the key operations issues relevant to CEOs,
Entrepreneurs, Investors and Consultants.
Responsible for teaching the new course to one of the three MBA streams.
2009 GOLDMAN SACHS
Oxford-Zhejiang 10,000 Women Entrepreneurship Certificate
Programme – Curriculum Design
Worked with Zhejiang University to design the core curriculum for a 20-day
programme (5 x 4-day modules) designed for Chinese women entrepreneurs. Initial
curriculum design structured around: Core Business and Management Concepts; Core
Entrepreneurship Concepts; and Management and Entrepreneurial Skills.
This curriculum was subsequently used as the basis for the Oxford-SWUFE 10,000
Women Entrepreneurship Certificate Programme delivered by South Western
University Of Finance And Economics (SWUFE) in Chengdu.
5
TEACHING EXPERIENCE
2013 UNIVERSITY COLLEGE LONDON/UCL ADVANCES
Module: “It’s The People”,
Goldman Sachs 10,000 Small Businesses Programme.
Module: “Strategic Growth Through Operations”,
Goldman Sachs 10,000 Small Businesses Programme.
2012 OXFORD UNIVERSITY
Lecture: “Frontiers of Healthcare Innovation”,
Quality Improvement Science and Systems Analysis Module,
MSc in Surgical Science.
2012 ZHEJIANG UNIVERSITY/OXFORD UNIVERSITY
Lecture: “From Business Planning to Business Model Innovation”,
Oxford-Zhejiang 10,000 Women Entrepreneurship Certificate
Programme.
2012 SOUTHWESTERN UNIVERSITY OF FINANCE AND
ECONOMICS/OXFORD UNIVERSITY
Lecture: “Operations Management”, Oxford-SWUFE 10,000 Women
Entrepreneurship Certificate Programme.
2011 ZHEJIANG UNIVERSITY/OXFORD UNIVERSITY
Lecture: “Business Planning”, Oxford-Zhejiang 10,000 Women
Entrepreneurship Certificate Programme.
Mentor Training: “Mentoring Business Plans”, Oxford-Zhejiang
10,000 Women Entrepreneurship Certificate Programme.
Lecture: “Operations Management”, Oxford-Zhejiang 10,000 Women
Entrepreneurship Certificate Programme.
2011 SOUTHWESTERN UNIVERSITY OF FINANCE AND
ECONOMICS/OXFORD UNIVERSITY
Mentor Training: “Mentoring Business Plans”, Oxford-Zhejiang
10,000 Women Entrepreneurship Certificate Programme.
Lecture: “Operations Management”, Oxford-SWUFE 10,000 Women
Entrepreneurship Certificate Programme.
2010 SUN YAT-SEN UNIVERSITY/OXFORD UNIVERSITY
Lecture: “Industrial Upgrading: Building High Performance
Companies and Clusters”, EMBA Module (Leadership Programme for
China, Oxford University Department for Continuing Education).
Lecture: “Using Operational Insight to Develop New Concepts
EMBA Module (Leadership Programmes for China, Oxford University
Department of Continuing Education).
2010 UNIVERSITY OF ELECTRONIC SCIENCE AND
TECHNOLOGY OF CHINA/OXFORD UNIVERSITY
6
Lecture: “Using Operational Insight to Develop New Concepts”,
EMBA Module (Leadership Programmes for China, Oxford University
Department of Continuing Education).
2009 ZHEJIANG UNIVERSITY/OXFORD UNIVERSITY
Lecture: “Implementing Strategy: What CEOs Need to Know About
Operations”, EMBA Module (Saïd Business School, Oxford
University).
Lecture: “Operations Management”, Oxford-Zhejiang 10,000 Women
Entrepreneurship Certificate Programme.
2009 SAÏD BUSINESS SCHOOL, OXFORD UNIVERSITY
Lecture: “Operations”, MBA Entrepreneurship Project Core Course.
Lecture: “Finance”, MBA Entrepreneurship Project Core Course.
Supervised eight MBA Entrepreneurship Project teams and assessed
sixteen MBA Entrepreneurship Project Business Plans.
2008 SAÏD BUSINESS SCHOOL, OXFORD UNIVERSITY
Supervised EMBA Dissertation and assessed two EMBA
Dissertations.
2001-2007 WARWICK UNIVERSITY, ENGINEERING MANAGEMENT
CENTRE
Lecture: “Supply Chain Performance Management”,
Supply Chain Management Module, M.Sc. Programme.
Lecture: “Supply Chain Performance Management”,
Defence Logistics Organisation (DLO) Supply Chain Programme.
Lecture: “Operations Management in Lean Supply Chains”,
AstraZeneca Manufacturing Professionalism Programme.
Lecture: “NPI Supply Chain Management”,
BAE SYSTEMS Supply Excellence in Business Programme.
Lecture: “Supply Chain Performance Measurement”,
Fulfilling Customer Needs Elective, Marconi Masters Programme.
2000-2002 LONDON BUSINESS SCHOOL
Lecture: “Driving Supply Chain Performance Improvement”,
Supply Chain Management Elective, MBA Programme.
2002 WARWICK BUSINESS SCHOOL
Lecture: “Implementing Breakthrough Operations Strategies”,
Operations Strategy Elective, MBA Programme.
1986 EDINBURGH UNIVERSITY
M.Phil. External Examiner. Department of Artificial Intelligence.
1982-1990 CHELSEA/KINGS COLLEGE, LONDON UNIVERSITY
M.Sc. Lecturer/External Examiner. Dept. of Electronic Engineering.
7
TEACHING CASES
Todd, S. “Zhejiang University Global Entrepreneurship Research Center”, 2010. Case
developed with funding from the Goldman Sachs Foundation.
Todd, S. “Hangzhou Synteam - Growing a Successful Electronic Instrumentation and
Control Components Company”, 2010. Available in English and Mandarin. Case
developed with funding from the Goldman Sachs Foundation.
Todd, S. “Liang Baby – Developing a Botanical Baby Skin Care Cream”, 2010.
Available in English and Mandarin. Case developed with funding from the Goldman
Sachs Foundation.
Todd, S. “Zoombu – Building an Innovative “Travel 2.0” Company”, 2009. Available
in English and Mandarin. Case developed with funding from the Goldman Sachs
Foundation.
CURRENT ACTIVITIES
2003-Present OPERATIONS MANAGEMENT RESEARCH LIMITED
Director
Operations Management Research (OMR) helps entrepreneurs and CEOs design and
build companies that can scale. It helps companies achieve breakthrough results by
implementing operations best practices. And it helps companies understand complex
markets and develop new concepts for breakthrough products and services using
outcome-based innovation techniques.
OMR helps Regional Development Agencies design and implement new business
support services that can have a measurable impact on the performance of companies
in their region. And it helps universities design and deliver innovative management
courses.
Clients include:
• 4i2i; Albacom; Abelon Systems; Codyne; CRL Opto; ECS Technologies;
Electronics Scotland; ePOINT Technology; Freescale Semiconductors; Ice
Robotics; IRC Scotland; ITI Techmedia; Justfone; Motorola; Nallatech; PRTM;
Raytheon; Scientific Generics; Scottish Embedded Software Centre; Scottish
Enterprise; Seven Layer Communications; Trak Microwave; University of
Oxford; Warwick Business School.
Example projects:
• Developed an open innovation strategy and operating model for a major
semiconductor company to enable them to work effectively with early stage
companies and SMEs.
• Developed a growth and divestment strategy for a Business Unit of a major
defence company that had diversified into multiple product areas.
• Developing new concepts for traffic management systems and personalised travel
information services as part of a collaborative project on intelligent transport
funded by the Technology Strategy Board. Partners include Transport for London,
Kent County Council, City of York County Council, QinetiQ, and a number of
SMEs and universities.
8
• Developed the technology strategy for a £5 million R&D programme on next
generation Online Game Development platforms.
• Developed market requirements and new product concepts for a £5 million R&D
programme on Machine-readable Security Tagging platforms.
• Developed market requirements and new product concepts for a £3 million R&D
programme on Software Testing.
• Helped a high-performance FPGA computing company develop their product
roadmap and establish a new product marketing team.
• Helped a developer of interactive kiosk and gaming technology implement
product development and product management best practices.
• Developed and delivered innovative business support services for early-stage and
SME companies for a Regional Development Agency in areas including: product
development, supply chain management and marketing & sales.
2003-Present SAÏD BUSINESS SCHOOL, UNIVERSITY OF OXFORD
Associate Fellow
Supports the School across a range of activities including: Teaching, Careers,
Development, Executive Education and External Relations.
• Led the development of the Silicon Valley Comes to Oxford (SVCO) programme
since 2010. Defined core purpose for the programme – ‘to create and share
actionable insight on what it takes to start, scale and run great technology
companies’ – and created new strategy focused on developing its core asset – a
world-class ‘think tank’. Led active development of relationships with leading
Silicon Valley entrepreneurs, innovators and investors.
• Part of the Oxford team working with Zhejiang University and the South Western
University of Finance and Economics (SWUFE) on the Goldman Sachs 10,000
Women programme. Responsible for Oxford’s contribution to the initial
curriculum design. Taught modules on Business Planning and Operations
Management on the 10,000 Women programmes in Hangzhou and Chengdu.
• Part of the Oxford team working on the Goldman Sachs 10,000 Small Businesses
programme. Responsible for the development of the initial design for the UK Core
Curriculum and supporting the ramp-up of the programme in four locations –
Leeds (with Leeds University Business School); Manchester (with Manchester
Metropolitan University Business School); Birmingham (with Aston Business
School) and London (with University College London/UCL Advances).
• Part of a three-person team (with Dr. Steve New and Professor Alastair
Nicholson) responsible for a radical redesign of the MBA Operations
Management core course. The new course design focused on the key operations
issues relevant to CEOs, Entrepreneurs, Investors and Consultants. Responsible
for teaching the new course to one of the three MBA streams.
• Career development support for MBA students and alumni, including 1-1
mentoring and organising workshops and panels with key industry speakers.
• Member of the Oxford Centre for Entrepreneurship and Innovation (OxCEI) and
the School’s Operations Management Academic Area.
9
2009-Present GLOBAL ENTREPRENEURSHIP RESEARCH CENTER,
ZHEJIANG UNIVERSITY
Visiting Professor (2011-Present)
Senior Visiting Researcher (2009-2011)
The Global Entrepreneurship Research Center (GERC) is an interdisciplinary research
centre of Zhejiang University. Based mainly in the School of Management, the centre
brings together academics from a range of disciplines and and experts from
institutions and schools in China and abroad.
Supports GERC Director (Professor Zhongming Wang) with the development of
strategic relationships with City and Regional Governments, including developing
strategies for industrial upgrading and the design of new business support services.
2013 Hangzhou Professional Management Development Research
Association (PMDRA) Launch
Lecture: “Business Model Innovation and Professional Management
Development”.
2011 Guangzhou Intellectual Property Workshop
Lecture: “Unlocking the Value of Intellectual Assets: Key Lessons for
CEOs”.
2011 China-Kunming Pan-Asia Entrepreneurial Talents Development
Base Launch
Lecture: “Entrepreneurial Operations Management”.
2010 GERC Panyu Centre Launch
Lecture: “Strategies for Optimising Operations for a World Class
Industrial Base”.
2013-Present NUMERICAL ALGORTIHMS GROUP (NAG)
Non-Executive Director
The Numerical Algorithms Group (NAG) is a not-for-profit organization dedicated to
applying its unique expertise in numerical engineering to delivering high-quality
computational software and high performance computing services. For almost 40
years NAG experts have worked closely with world-leading researchers in academia
and industry to create powerful, reliable and flexible software which today is relied on
by tens of thousands of individual users, as well as numerous independent software
vendors.
2013-Present EMERGE VENTURE LAB
Advisory Board
The Emerge Venture Lab’s mission is to support and scale early stage social ventures
that seek to tackle social and environmental problems and have the potential for
significant growth. Founded in 2010 by the Skoll Centre for Social Entrepreneurship
at the University of Oxford’s Saïd Business School and Student Hubs, the Lab has
supported 22 startups to date, of which 60% remain operational and 45% have raised
further finance.
10
PREVIOUS BUSINESS EXPERIENCE
1996-2003 PITTIGLIO RABIN TODD & MCGRATH
Principal (1998-2003), Manager (1997-1998), Associate (1996-1997)
Results-oriented implementation consultant responsible for leading major strategy and
operations projects for high-growth technology companies that delivered value in
excess of $100 million. Example projects include:
• Led successful turnaround of £600 million industrial project that was behind
schedule and had no credible plan to complete. As a result the customer had lost
all confidence in ability of the company to deliver. Formed Integrated Project
Team (IPT) and facilitated development of integrated plan for delivering the
project. Drove IPT to achieve “No Right Shift” execution and achieved critical
end of financial year milestone that generated £30 million additional revenue.
• Acted as interim Chief Operating Officer for a start-up pan-European telematics
Joint Venture between three European car companies (!200m planned
investment). Responsible for leading the company’s Management Team through
the development of its operating strategy and staged plans for building the
business.
• Implemented project-centred development for a multi-billion dollar software
company. Convinced Co-Chairmen and Board of need for change and
demonstrated that the approach would work within their unique culture. Critical
to the success of the implementation in this non-hierarchical organisation was
achieving broad consensus on the plan across the Program Directors, a group of
50 senior managers, one down from the Board.
• Improved the New Product Introduction (NPI) performance of the supply chain
operations of a major telecommunication equipment company. Reduced lead-
times for prototypes by 50%. Defined the NPI supply chain operating model for
its outsourced sub-assembly manufacturing operations. Quantifiable bottom-line
benefits from this project exceeded $30 million/year.
• Improved the Engineering operations of a major defence equipment company.
Stabilised execution on two major programmes and avoided significant liquidated
damages. Implemented improvements in engineering productivity worth tens of
millions of pounds.
• Stabilised product development execution across the entire operations of a large
electronic equipment manufacturer. Rationalised their product development
pipeline to meet R&D spending commitments made to the Stock Market and
implemented effective programme management and management decision-
making. This project turned around the division and avoided the possibility of
closure.
• Led feasibility and scoping study to investigate potential market failure in
electronics sector and identify actions needed to stimulate electronics product
development in Scotland. Developed new vision for electronics sector based on
co-development and staged recommendations for implementation.
11
1991-1995 HEWLETT-PACKARD MEDICAL PRODUCTS GROUP (MPG)
R&D Business Development Manager
Manager, Standards & Technology Development Centre (STDC)
Part of world-wide cross-functional team working on Group-level strategy to develop
new business areas in Healthcare Information Systems and Systems Integration.
Worked on these ideas from their initial conception through to the implementation of
the strategy and the formation of a new division - Healthcare Information
Management Division (HMD). Dual reporting to World-wide R&D Manager (USA)
and General Manager, HMD-Europe. Member of HMD-Europe Extended Staff.
Invited member of MPG R&D Council. Managed team of 5 Project
Mangers/Consultants and an annual budget of $900,000.
• Identified and led the development of technology strategy and R&D partnerships
in Europe. Starting point for this was a broad description of potential new business
opportunities in information systems from previous investigations. Initial strong
resistance from several members of MPG Executive Committee.
• Turned this strategy into a portfolio of accepted and funded co-operative R&D
projects involving over 50 external partner organisations (industry, healthcare
organisations, universities).
• Led preparation of proposals for European Commission Advanced Informatics in
Medicine (AIM) Programme. Identified and qualified potential partners and
consortia. Led negotiations and development of shared vision within consortia
consistent with HP business objectives. Detailed planning of R&D objectives,
commitments and work packages for each project. Full responsibility for all
aspects of contract negotiations with EC and business partners. HP co-authored
proposals had an acceptance rate of 75%, compared with an industry average of
18%.
• Set up new European entity - Standards and Technology Development Centre- to
acquire and/or develop required technologies. This organisation was unique in the
way it bridged boundaries between traditional Divisional R&D, responsible for
Product Development, and European Medical Project Centres, responsible for
Systems Integration. Identified internal customers and negotiated funding from
MPG Executive Committee and HP European Corporate Development. Recruited
and led highly motivated world-class team.
• Responsible for developing exploitation plans including handling business
negotiations with major international medical imaging company for STDC to
develop critical teleradiology software components for their medical imaging
workstation product family. Activities included joint market research and product
definition, and negotiation of licensing terms and minimum volume agreement.
• Projects were successful in identifying key product functionality, in scoping and
reducing technology risk, and for developing European reference sites for HP’s
vision of Integrated Information Management in healthcare.
• Projects achieved a very high leverage of HP’s investment and significantly
enhanced the company’s reputation as an innovative solution provider with leading
healthcare customers in Europe and USA.
• Participant - INSEAD Strategic R&D Management Programme, May 1993.
12
1985-1991 HEWLETT-PACKARD LABORATORIES
1990-1991 Business Development Manager
Initiated business investigations for opportunities in the healthcare market that would
exploit advanced technology in information management, networking and
communications developed by HP Labs. Working with a wide range of Medical
Products Group entities world-wide, including: Clinical Systems Business Unit,
Health Care Information Systems Business Unit, Medical Project Centres and
Medical Sales teams. Invited member of Clinical Systems Business Unit R&D
Council.
• Provided consultancy to HP Labs project teams on relating their technology to
healthcare customer needs.
• Supported UK Medical Sales team in developing relationships with key NHS
executives and clinical opinion leaders.
1987-1990 Project Manager - Intelligent Alarm Technology Project
Responsible for strategic and technical direction of project. Recruited and led a highly
motivated team of 4 Research Scientists and Engineers. Responsibilities included:
budget management and salary profiling; performance evaluation and personnel
development planning.
• Member of Knowledge-Based Programming Department management team.
HP Labs Bristol was responsible for the long-range artificial intelligence research
strategy for HP world-wide. Responsible for HP Labs work on knowledge-based
planning, reasoning about dynamic systems and qualitative physics.
• Championed research on application of knowledge-based programming to patient
monitoring to HP entities world-wide.
• Authored a detailed analysis of customer benefits from advanced patient
monitoring functionality enabled by knowledge-based programming. Used this to
build a shared vision of “Intelligent Monitoring” between Marketing and R&D
within the Medical Products Group.
• Negotiated plan for technology transfer to Boeblingen Medical Division, Germany,
with identified product contribution included in their Intermediate Range Plan.
• Established joint research programme on intelligent monitoring with Medical
Department, HP Labs, Palo Alto and collaboration with leading clinical groups.
• Supported UK Medical sales teams on major deals, including $2-3M deal for the
National Heart Hospital/Royal Brompton Hospital; largest ever HP UK Medical
order.
• Assisted team at Imperial College/St. Mary's Hospital with preparation of business
case for transfer of new neonatal monitoring technology and championed work
within HP for 2 years.
1985-1987 Member of Technical Staff
Developed business case to set up long-range research programme on application of
knowledge-based programming to patient monitoring. Built technology base and links
with leading groups in Europe and USA.
13
1982-1985 GEC MARCONI RESEARCH CENTRE
1984-1985 Research Fellow – Edinburgh University
Seconded to Edinburgh University Department of Artificial Intelligence to help them
set up the research team for a major national demonstrator project on manufacturing
applications of artificial intelligence.
1982-84 Research Scientist - Artificial Intelligence Group
Project Leader for research programme in knowledge-based planning. Responsible for
feasibility and design studies for applications including: sonar sensor configuration,
spacecraft management, VLSI design for self-test and signal interpretation.
PATENTS
BRAND PROTECTION MANAGEMENT SYSTEM
United States - US2009307032 (A1), Issued December 10, 2009
(with Raglan Tribe, Ken MacLauchlan and Colin Frey)
A product management system for monitoring the movement of products through a
supply chain, the system being adapted to receive data from reader devices that
capture data associated with the products as they move through the chain. The
captured data is used to generate an event record for each product, at each stage in the
supply chain. These records are used, together with at least one model of the supply
chain, to detect anomalous events.
PRODUCT AUTHENTICATION SYSTEM
United States US2010019026 (A1), Issued January 28, 2010
(with Barry Hochfield, Raglan Tribe and Stephen McSpadden)
A system for authenticating articles comprising: an authentication manager for
managing authentication information associated with the articles; a plurality of secure
taggant reader instruments for reading machine readable taggants associated with the
articles, the taggants including the authentication or related information, and an
instrument configuration manager for secure on-line configuration of the instruments.
Each taggant reader instrument is operable to securely process and send
authentication information derived from a taggant to the authentication manager. The
authentication manager uses the received authentication information to identify
suspicious events. When suspicious events are detected, the instrument configuration
manager is able to reconfigure at least some of the taggant reader instruments.
Reconfiguration may also happen in the event of a product recall and/or taggant
security compromise.
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