Derek McCulloch is a highly strategic Programme Director with over 20 years of experience leading business improvement and cost-saving projects. He has a track record of reducing costs, improving processes, and increasing operational performance across multiple industries. His experience includes generating millions in savings and new business revenue, outsourcing large contracts, and reducing sites while maintaining high customer satisfaction.

1. Derek McCulloch
Tel: 07920 108615
derekmcculloch1968@gmail.com
Executive Summary
 A highly strategic and results driven Programme Director with particular strengths in leading a variety of
business improvement,costsavingandprocessefficiencyprojects,minimisingrisktothe businessthrough
the implementation of preventative action, and introducing lean six sigma service and manufacturing
techniques to enhance operational and overall business performance
 Exceptional StakeholderManagementskillsinpresentingandreportingtoCEOs and MDs, influencingand
persuading Finance, Procurement and HR Directors, sourcing and negotiating with Suppliers,partnering
with Clients and communicating with Staff at all levels
 StrongLeadershipandManagementskillsintraining,coachingandmentoringhighlysuccessful programme
teams, adopting a collaborative style whilst empowering them to take ownership and responsibility
 Excellent Problem Solving skills in applying root cause analysis, applying lean sigma methodology,
implementing new systems and processes, planning improvements and delivering robust solutions
 Outstanding Programme and Change Management skills in creating terms of reference, engaging
stakeholders to gather requirements, assembling project teams and managing individual work streams
Key Achievements
 ReducedStaff Costsby£2.5mbyloweringheadcountfrom443 to347, leadingarightsizingandcontinuous
improvement programme, and introducing process efficiencies to re-set targets and objectives
 Followingthe £1.7bn sales of TSB Bank to Bank Sabadell led the work stream to divest all imaging and
records management operations of TSB Business Services from Lloyds Banking Group
 Outsourced the £140m Contract over 10 years to provide inbound operations by writing the tender
document, scoring the responses based on price, strategy and service, and negotiating contract terms
 Achieved£20mincostsavingsperannumfollowingtheintegrationof customercommunicationoperations
whilst maintaining customer service levels at 98% and reducing sites from 25 to 5
Career History
CommunisisPlc 2014-2016
Europe’s leading provider of Customer Communications for major Brands, t/o £354m
Director Group SharedServices 2015-2016
 Promoted to manage contract management and legal, health, safety and environment, disaster recovery
and business continuity, information systems and risk, postal operations and management information
 Contributed to winning £90m in contracts over 5 years to provide a range of print and mail services by
respondingtoan RFI, contributing to the 6 business areas and ensuring contract terms were maintained
 Managed the £1m Project to deliver a Risk Governance Framework by presenting the top 10 risks to the
business with mitigating action through investing in legacy IT systems and introducing a scoring system
 Generated £2.2m in new business with a 44% margin by partnering with DHL and TNT to deliver an
optimisedpostal service tobankingand insurance clients by utilising the Royal Mail Downstream Access
 Reduced Downtime from 120 hours to zero and provided future resilience at the Liverpool Operations
Centre by moving from a physical to a virtual server due to an old legacy system continually failing
General ManagerInbound Operations 2014-2015
 Appointed to manage the P&L, oversee the Lloyds Banking Account and to develop and implement a
business plan to drive growth and improve profit contribution, 7 Direct Reports
 Wonthe £5m ContractwithAXA over5yearsbyrespondingtoatenderrequesttoprocessallinboundpost
and email by presenting to the client and putting together a series of SLAs and KPIs
 LoweredServiceErrorsfrom80%to20%onthe LloydsAccount byimprovingproductionprocesses,creating
a skills matrix, implementing cross functional activities and introducing ongoing training
 IncreasedServiceDeliveryfrom98%to99.6% byimprovingthe availabilityandeffectivenessof equipment,
reducing production time and removing non-value added activities

2. General Manager Inbound Operations continued
 Improved NPS Score from 8 to 9 by creating an employee engagement survey, improvingperformance
management,introducingabalancedscorecardsystemandrunning apersonal development programme
 Managed the £340k Team Budget by promoting 3 internal candidates, using the TUPE process for 2
Managers, inheriting an HR Manager and appointing a new Finance Manager by advertising externally
Lloyds Banking Group 2006-2014
Major British Financial Institution focusing on Retail and Commercial Banking, t/o £17.6bn
Head of Imaging and Records Management 2011-2014
 Promoted to manage all document imaging and customer records across 14 UK locations, to improve
business performance and insource more non-core banking activities to the business
 Delivered a £6m operational saving through the insourcing of high retrieval business from Iron Mountain
by managing an 18 months transition, disposing of expired documents and re-allocating records
 Increased Staff Retention from 96.4% to 98.8% by setting stretch targets, working with them to achieve
higher levels, training staff in lean techniques and sharing metrics to encourage ownership
OpexProgramme Manager 2006-2011
 Appointed to the strategy and integration team to lead lean continuous improvement programmes to
support the integration of 3 disparate businesses into a single operation, 9 Direct Reports
 Generated £25k in new business by setting up a new company, Aquilis Ltd, to deliver other inboundand
outbound print and mail operations by influencing the management team and creating the strategy
 Promoted9 Operatorsto Lean Facilitatorsbytrainingtheminleansix sigma methodologies, coachingand
mentoringthemtofacilitate performance improvementsandcreating and driving the improvement plan
Lexmark International Plc 1998-2006
American Manufacturer of Laser Printers and Providers of Enterprise Software, t/o $3.7bn
Worldwide SystemsEngineer 2004-2006
 Promoted to project manage the design, development , purchase, installation and qualification of high
volume manufacturing equipment across 6 different global regions, reported to the Head of Systems
 Delivered £2m in cost savings by implementing and driving a lean six sigma strategy for quality,yield and
operational efficiency improvements in global sites and by removing process waste
ContinuousImprovementManager 2001-2004
 Promoted to roll out lean six sigma techniques across 2 sites in Scotland, train staff on each site to think
differently and to benchmark metrics with a view to competing with Mexico and The Philippines
 Achieved £2m in cost savings by improving the financial yield from 91% to 99% on inkjet cartridges by
targeting scrap product, and using Failure mode Effect Analysis to identify and prevent shrinkage
Quality Manager 2000-2001
 Promotedtomanage all aspectsof productand processqualityfromthe supplierbase throughto the end
customer and oversee all brand protection activities across the EMEA region
 Achieved ISO9000 Accreditation and subsequently project managed the implementation of an ISO9000-
2000 auditable paperless document management system to improve internal customer experiences
Qualificationsand Training
 Lean Six Sigma Business Black Belt Smallpeice Enterprises
 Experienced Managers Programme Sandhurst Military Academy
 Project Management Smallpeice Enterprises
 Steps to Management Excellence The Pacific Institute
 Quality Management Napier University
 ONC Engineering Practices West Lothian College
 Business & Management Stow College