Colin Hudson

Director of Career Development

• As Career Director of Career Development my role is to lead the Career Development Service for Masters degree students at Cranfield School of Management.
• The Career Development Service provides support services to students in their search for securing quality employment following their degree programme. Training, coaching and life skills are imparted to the Masters degree students throughout the academic year. The team’s Business Development work is vital in maintaining and developing key corporate relationships to the benefit of the students and the brand.
• • To define and implement the strategy for the Career Development Service in collaboration with the Careers team and Graduate Programmes stakeholders
• • To lead, manage and develop the careers team to effectively deliver the service to our customers (students)
• • to maintain, strengthen and seek out new relationships with international employers through business development activity, the alumni and existing corporate relationships
• • to continue to develop the coaching activities to deliver first class life skills to our students

Director

• The Authentic Organisation works with organisations to support individuals in managing their approach, energy and emotions more effectively so that they feel more positive, feel more valued and motivated and through personal management they learn to sustain and accelerate their performance.
• - We help leaders, teams and individuals to take responsibility for increasing their capacity to perform, managing the pressures and stresses of business and personal life, so they’re capable of - and motivated to - deliver more value to their organisations and to those they work with ( and live with).
• - We work with organisations, teams and individuals to realise their potential and unique talent and we provide a wide range of practical techniques and tools to assist people to enjoy their work and raise their game!
• ...And we offer an authenticated approach which has been widely researched and validated both in Europe and the USA and currently in Asia– in short we use something called HeartMath.

Partner

• Our range of Programmes - tailored to support individuals or a whole level of Management who need to step up to Leadership - deliver superb performance and develop the next layer of talent.
• Before we create a plan, we start by finding out how you work, what matters to you and how effective your Leaders are today. Once we have established this information we then recommend the most suitable Programme to meet your needs. From our one-to-one Coaching, suitable for boosting performance, integrating newly appointed Executives or supporting high-potential personnel in your talent stream, to open Workshops on specific topics (for example 'Women on Top' or 'Banishing Conflict') Plus Partnership has a Programme to suit your needs and budget.
• As a Leadership Performance coach I work with senior executives to improve the performance of individuals and teams. In doing this I am changing behaviours, rather than simply addressing traditional coaching tecniques.
• I am able to draw on over 20 years experience in managing people and undertanding what makes them tick. My clients range from large international companies to small not for profit organisations, and my delight is working with people to unleash their potential and realise their dreams
• My coaching style is intuitive and pragmatic, bringing together coaching skills and business experience to enable leaders to move their performance to new levels. According to the situation I will use a wide range of coaching tools and exercises to stimulate thought processes and learning. My greatest successes are in helping leaders find the simple clear means to achieving their business and personal goals through behaviour driven change.

Associate

• Provide Associate Coaching Services to a range of individual clients and organsations.

Business Programme Director

• • A new start up retail energy business in the recently deregulated Belgian energy market
• • Responsible for influencing the shape of the industry structure and establishing business processes to maximise benefit for the business. Reporting to Managing Director.
• • Increased Periodic billing performance from 84% to 98% in 7 months. Which delivered an increased and stable cash flow, better Customer Service and competitive advantage in the industry.
• • Reduced specified paper backlogs to target levels. Established rectification processes
• • Positioned business in the energy market as leader in process development. Established new processes linked to industry and internal process issues.
• • Improved productivity, increased Customer and Employee Satisfaction by introducing a Performance Management Programme.

Head Of Customer Operations

• • Member of British Gas Board reporting to Managing Director
• • Designed and implemented new management structure for all Company back offices operations, This included bill processing, printing and dispatch, and parts distribution resulting in end to end process management across multi site operations. This achieved significant opex and manpower savings and increased quality and efficiency
• • Introduction of £15m system enhancement programme which managed industry data flows. The System (ICON/DTS) has become an industry benchmark and adds significant Economic Value to the business
• • Sponsorship of Six Sigma methodology into process improvement projects leading to step changes in performance. Outcomes included increased Economic Value and Cash Flow

Head of Commercial Operations

• • Seconded Member British Gas Board
• • Development and implementation of product packages for debt and prepayment domestic customers resulting in increased value for the business from customers in debt situations. Achieved better income recovery and cross selling of targeted product offerings
• • Introduction of Profit and Loss management of debt and prepayment domestic customers which enabled targeted business decisions to be taken for resource allocation

Programme Manager

• • Minimised y2k defects, with no disruption to business as usual over the Millennium period.
• • Established disaster recovery and governance legacy for the business and delivered significant improvements to core system efficiency
• • Represented British Gas in government forum Action 2000

National Metering Manager

• • Established competitive meter reading contracts for all British Gas customers with Meter Reading Agencies, saving £30m per annum. Completed 5 months ahead of plan.
• • Increased meter reading access rates from 60% to 79% in 18 months resulting in increased revenue flows and reductions in internal processing
• • Introduced new contract management system to provide account level tracking for all meter reading requests and returns, resulting in opex benefits of £1m pa.
• • Managed population of Industry database with site and asset details for 19 million sites in the UK
• • Introduced metering contracts and management for entry into the UK electricity market ensuring company could effectively enter the electricity market

Area Customer Services Manager

• • Managed site of 750 staff providing call centre and back office support for 2.2 million customers in the east of England
• • Introduced new billing system and migrated historic data to new system for 2m customers. Rationalised 20 sites into single site operation, improved billing service to customer base
• • Managed major site move

Development Strategy Team

• • Formulated strategies and implementation plans or the establishment of the British Gas Public Gas Supply business
• • Specifically responsible for location strategy, HR policy and recruitment and Internal Communications strategies
• • Developed competency model for recruitment processes across British Gas

Cranfield School of Management

University of Salford