Bryan Paton

Premier online fundraising platform that helps companies to make their IPO, and raise capital, using Direct Listings, Regulation A+, Regulation D, Regulation S and Rule 144A Offerings

• Lead all front-end operational delivery including Procurement, Project Management, Commercial and Organizational Development reporting lines
• Establish key strategic partnerships that allow business to scale significantly and ensure readiness for implementation of CEO’s strategic plan
• Formalize operational and project management delivery processes and integrate these with back-end service platforms and teams.
• Refined organizational structure to consolidate, streamline and delineate necessary functions.
• Negotiated and drafted contracts with business partners, clients and vendors.
• Collaborated with Product Director and Project Director develop and implement recommendations for service improvement.
• Led recruitment and development of strategic alliances to maximize utilization of existing talent and capabilities.
• Spearheaded third-party contract negotiations to obtain favorable pricing and scheduling parameters.
• Cultivated company-wide culture of innovation and collaboration
• Led operational oversight and budgetary supervision for 3 function heads in USA & Hungary

Holistic wealth and business advisory services firm servicing Personal Lifestyle and Business Life Cycle Planning needs of high-net-worth business owners in North West Indiana

• Led overhaul of business operations for 3 functions
• Initiated new culture of project led delivery; focused on improving quality and client experience
• Directed program of initiatives required to deliver new technology driven client engagement process, new website and workflow tools
• Leading management team, operations staff and vendors in practical application of Six Sigma and Lean philosophy and methodology
• Commencing with full assessment of current processes and tools utilized by business to establish baseline and identify most effective improvement path to be implemented
• Establishing buy-in to DMAIC framework and setting objectives in line with strategically focused project charter to deliver stakeholder objectives and ensure that performance of business is positively correlated with initiatives undertaken
• For example identification, assessment and selection of Robotic Process Automation vendors that are able to build and deploy solutions that deliver enhanced efficiency and quality outputs within client engagement experience without neglecting both regulatory requirements and Broker Dealer compliance framework.
• Refined organizational structure to consolidate, streamline and delineate necessary functions.
• Developed quarterly business plans to evaluate cost projections.
• Oversaw business-wide changes to modernize procedures and organization.

Fortune 500 company manufacturing transportation products and systems

• Brought £110m in program value to client after successfully fulfilling terms of £5.7bn projects, on-time and in-budget operational capability delivery and capacity to support completions involving four key clients, avoiding both reputational damage and financial penalties
• Oversaw five total operational sites employing 600 personnel
• Managed operational readiness fit outs, SAP integration, health and safety control, procurement, and logistics of “Train Completion Facilities Program” across five operational sites
• Offered sound direction of all compliance and controls, monitoring and reporting of performance against program plans (P6), budget and contractual deliverables relating to all aspects of scope and management of contract change or variation with TCF providers
• Designed and oversaw development of visualization room to model risk and progress with functionality to interface with IEP Project Director, PPW Director and Operational Directors.
• Oversaw business operations and produced updated status reports outlining each project to meet milestones.
• Hired and managed consultants, contractors and sub-contractors to complete project tasks.

A strategic rail and rail-related consultancy with delivery to all key rail markets

• Consistently exceeded program profitability objectives with individual project values between £50m and £150m through entire life cycle
• Matched client timetables by disciplined application of project governance and stakeholder engagements
• Achieved £45m in client revenue growth after directing several strategic bids to successful wins in digital rail infrastructure market, most notably securing £5m in funding for Atkins flagship ElectroLogIXS system
• Enabled £15m new product roll-out, by leading software team’s development program through multiple cycles involving creation of new software tools, verification and testing processes, and user engagement testing
• Including development and deployment of RPA software solutions aimed at reducing turnaround times on engineering design works within new signalling framework
• Successfully supported 10-15 international remote project delivery teams per project in UK and India, by creating and overseeing implementation of third-party contract management plans and processes.
• Oversaw business operations and produced updated status reports outlining each project to meet milestones.
• Hired and managed consultants, contractors and sub-contractors to complete project tasks.
• Developed and oversaw project operations and managed multi-functional issues through resolution.
• Traveled to other company locations for temporary assignments, meetings or training.
• Led preparation of bid packages and associated scopes of work, appendices and exhibits.

Government entity serving over 500,000 residents and managing over 600 sq Miles

• Entrusted with portfolio valued at £100 million
• Achieved client’s objective to better employ taxpayer funds and improve public transparency by overhauling portfolio governance landscape and instigating application of stage gate methodologies, which provided enhanced output control, reporting accuracy, and forecasting of related efforts
• Enabled consistent delivery and improved modality for Project Management Office, by collaborating and sharing process rationalization methodologies
• Testing solutions to be adopted by inspection scheduling team to establish feasibility of wider roll out to engineering and maintenance crews.

Eco-friendly provider of innovative products/services to hospitality sector to reduce costs, improve operational efficiencies and raise profitability

• Achieved 62% project net profit, after winning shareholder support for making significant changes, including adjustments to structure, commercial governance and business model
• Directed creation of novel business operations manual, and standard operating procedures for sales processes, Key Performance Indicator Dashboard, and project delivery governance
• Delivered 500% in dealer network growth, achieving commercial agreements with new key accounts, by spearheading international expansion into US, Europe and Africa and subsequently rolling out programs with three blue chip clients.
• Identified and pursued valuable business opportunities to generate new company revenue and improve bottom line profit.
• Developed and executed strategic initiatives to implement key changes and improvements in business development and sales programs.

World-leading international support services, construction, and equipment services company offering advice, design, construction, equipment, facilities management, and front line services to public and private-sector clients in more than 40 countries

• Saved £3.3 million in costs by conceiving of and leading design and implementation of new supply chain initiatives
• Eliminated £1 million in annual contract losses, by leading successful fruition of multi-disciplinary projects
• Successfully avoided £650,000 in fast-approaching liquidated damages by rapidly ensuring 80% of project milestones were closed in just two months of commencement
• Fulfilled all Board-level client relationship management and leadership accountabilities across financial, commercial and program management functions.
• Supported clients with business analysis, documentation and data modeling.
• Authored detailed work plans to meet business priorities and deadlines.
• Created detailed roadmaps of action items and project goals and generated reports to inform budgeting and planning.
• Updated stakeholders on key milestones for projects.
• Educated staff on organizational mission and goals to help employees achieve success.

A specialist engineering provider of advanced manufacturing solutions to the fastest-growing industries, including aerospace, automotive and oil & gas

• Notable project elements include: implementation of project methodology for successful deployment of ERP upgrade; creation of ISO-accredited quality management system; and implementing training program initiatives through structured review program of current practice, customer obligations, financial control, commercial project profiling and commercial risk identification
• Achieved 3% profitability improvement by strengthening commercial competence of key leadership and conveying need for increased urgency in setting and meeting established timelines
• Successfully established continuous improvement culture across engineering and operational teams related to how to identify and investigate inefficiencies and under performing functions in order to identify root causes and implement improvement plans.
• Oversaw purchasing process and linked demand planning to manufacturing and fulfillment needs.
• Developed and maintained strong cross-functional relationships within overall organization.
• Collaborated with internal teams to improve outputs to meet demand and supply requirements, ensuring inventory integrity targets for finished goods.

• Bespoke business development and performance improvement projects for several clients
• Delivered 2,500 new low-cost houses by saving failing construction project, preventing default on contractual obligation
• Ensured zero overages to inflexible £80 million budget and achieved “Ambitious Standards” recognition by actively managing internal suppliers and sub-contractors
• Produced first £1 million in annual revenue
• Targeted international expansion and addition of 11 agency outlets in just three years, by defining and designing strategy and business development plan for this aggressive start-up business
• Aided acquisition of funding for expansion of commercial solicitor’s practice into new markets, head count increase, and establishment of larger head office accommodations, by authoring persuasive business case.

Leading provider of transport services in UK and North America, boasting over $7.5 million in annual revenue

• Provided ongoing direction and leadership for program operations.
• Scheduled and supervised staff meetings to discuss new ideas and update participants on program details and milestones.
• Interviewed and hired talented Consultants with expertise in LEAN operations delivery.
• Realized £345,000 in recurring improvements within 6 months by coaching of 12 engineering managers in LEAN principles and applications to be utilized throughout 22 depot locations across UK, in conjunction with deployment of LEAN program.

Canadian multinational manufacturer of business jets and rail with reach of over 60 countries

• Avoided multi-million-pound liquidated damages claim, related to out of control seating build program, by assuming control of all contractors and tier 2-3 suppliers and resisting appeals to project completion timelines
• Supported Commercial Unit by authoring winning project bids, interfacing actively with engineering and supply chain stakeholders
• Established successful £5m bid to trial electrically powered locomotive after procuring battery chemistry solutions for client
• Designed objective bid documentation, classification/ranking tools and offered recommendations after analyzing supplier proposals.
• Met project deadlines without sacrificing build quality or workplace safety.
• Achieved project deadlines by coordinating with contractors to manage performance.

• Achieved $700,00 annual contract profitability increase, by raising operational staff utilization rates to 85% and establishing planning and monitoring procedures designed to utilize technological tools to ensure on time and in budget commitments
• Subsequently achieved 96% on time, in-full delivery, 44% improvement from data provided upon introduction
• Spearheaded recovery of main client programs valued at £75m across several county council highway networks through application of reputable and effective management of service contracts involving local authorities and private clients, effectively reconstituting trust and brand loyalty.
• Identified plans and resources required to meet project goals and objectives.
• Managed projects from procurement to commission.
• Modified and directed project plans to meet organizational needs.
• Fostered relationships with vendors to promote positive working relationships.
• Drove team success through shared vision and recognition of quality performance.
• Updated operational methods, oversaw accounting procedures, tracked information and compiled data to improve efficiency.

• Conceptualized and spearheaded deal sourcing, valuations, negotiations, and acquisition of financial backers
• Analyzed project governance, compliance behaviors and performance data to establish baseline for improvement and change proposals
• Achieved several multi-million-pound improvements
• Oversaw business operations and produced updated status reports outlining each project to meet milestones.
• Developed and oversaw project operations and managed multi-functional issues through resolution.

• World’s leading commercial pest control services, commercial hygiene services and commercial provider of plants and scenting
• Won multi-million-dollar bid by creating compelling process improvement case study response to client’s initial bid
• Delivered £367K in annual contract savings, 89% in improved customer satisfaction scores, and 4% increase in staff utilization, by proposing and initiating competitive recovery of key London Underground program.
• Identified plans and resources required to meet project goals and objectives
• Achieved project deadlines by coordinating with contractors to manage performance

• A telecom and CCTV infrastructure company, supplying installation and construction services to the likes of Virgin Media, AT&T and The Metropolitan Police
• Recovered £10.6 million in outstanding cash by quickly eliminating poor commercial practices, enforcing contract terms, and implementing robust stakeholder management plans
• Transformed business into cash positive contributor within three months, and subsequently eliminating client’s fear of closure
• Fully explored and mitigated significant risk factors by managing key relationships with unions, staff, clients, and group directors, in designing and executing exit strategy that sufficiently satisfied all parties.
• Oversaw business operations and produced updated status reports outlining each project to meet milestones.
• Hired and managed consultants, contractors and sub-contractors to complete project tasks.
• Developed and oversaw project operations and managed multi-functional issues through resolution.
• Tracked project and team member performance closely to quickly intervene in mistakes or delays.

• Delivered outstanding service to clients to maintain and extend relationship for future business opportunities.
• Supported clients with business analysis, documentation and data modeling.
• Liaised with customers, management and sales team to better understand customer needs and recommend appropriate solutions.
• Authored detailed work plans to meet business priorities and deadlines.
• Initiated success of client's organization by improving performance, hiring practices and management systems.
• Led comprehensive programme of operational performance measurement and data compilation translating findings into commercial outputs.
• Identified £5M savings opportunities in excess of across 3 contracts.
• Reviewed files, records and other documents to obtain business information and key data informing responses to development requests.
• Mapped current business and operational processes and recommended areas for improvement.
• Added £1.5M revenue.
• Implemented new KPI reporting suite and technology-based reporting system.
• Took detailed notes and kept records of program and performance progress, education initiatives and leadership.
• Updated stakeholders on key milestones for projects.

• Awarded with merit