Advisory Director — Value Creation (Regulated Services)

Counsel on benefits that operations can actually show

Programme reports and operating data often tell two different stories. The report says a benefit has been delivered; the front line cannot find it in the numbers it runs on. An Advisory Director for value creation exists to close that distance, counselling the Board Strategy Committee across the full 24 months.

This is a counselling seat: the committee decides, and the adviser makes sure it decides on evidence that will bear weight. That begins with helping the committee agree who decides what, and how much discretion stays with local leaders, and advising on the evidence it should demand before it releases funding, capacity or control. From there you will recommend which commitments should carry on and which should pause or end. You will question any plan that moves cost or risk somewhere else with nobody accepting it, and any value case that is vague on uptake, on the other work it needs, or on what failure would cost. Your counsel will also cover who leads, how matters escalate, and how often the committee reviews progress, exceptions and the decisions still open.

Good advice in this setting has a particular texture. It distinguishes a benefit that is late from one that was never real. It asks who in operations will feel a change before asking how much it is worth. And in regulated services, where public accountability usually demands evidence before a benefit can be claimed, it treats that demand as a useful discipline rather than a bureaucratic hurdle. An adviser who has lived through digital transformation and platform pivots will recognise the moment a programme starts measuring its own activity instead of the service's outcome, and will say so early.

Benefits on evidence, month by month

By the close of the first ninety days, the adviser should have put two things to the committee: a recommended allocation of decisions and an evidence standard linking programme benefits to operating data. By around month nine, the committee should be testing value cases against that standard as a matter of routine, with challenged proposals and the people answerable for them on record. When month 24 comes, the committee's rhythm for benefits, exceptions and open decisions should run on operating evidence without the adviser's support, which is the clearest sign the advice worked.

Counsel backed by a transformation record

You have carried a digital transformation whose effects were felt in the boardroom and at the service counter alike, in organisations that turned over $750 million or more and had 3,700 or more people across at least four countries. On your watch, evidence has moved staff, money and leadership time from one place to another. Digital transformation, platform pivot and joint venture experience are all examined, as are strategy formation at level 4 and, at level 3, the value case, change adoption and PMO governance. You grow successors while the model is being reshaped, so the gains outlast your involvement, and you stand behind your advice across the full term. You can describe a gap the evidence has not yet closed and still give the committee a clear recommendation, and you would not wait for unanimous agreement from country leaders before advising that a commitment stop.

The Board Strategy Committee meets you first, by private video, during week one. The third week pairs you with the Audit Committee Chair to look at how claimed benefits are evidenced. In the fifth week you meet in person executive leaders representing each function; in the seventh week you meet the full board. Every stage is answered in writing inside three working days.