Darren Clancy

A highly experienced and motivated individual, who has a breadth of experience in operational (Customer Ops., Field Ops, Shared services), and Senior Change & Continuous Improvement consultancy roles. Currently a Senior Continuous Improvement & Quality manager working within a Global Facilities Management organisation (~350k employees worldwide). Has a proven track record of financial delivery & improvements in Customer Experience (through business improvement/CI activities - ROI 7:1), which includes both top line growth and bottom-line cost reduction. Has a breadth of experience in applying & building business capabilities in process design and continuous improvement methodologies, and their associated tools & techniques such as Six Sigma (is an accredited 6S Black Belt) to drive business value, improved Customer Experience & growth across organisations. Is able to interpret complex data insight and metrics to identify and deliver continuous improvement opportunities (such as reducing waste and inefficiencies). Has defined and implemented Enterprise Process/Quality models, including their associated standards & governance frameworks across multiple businesses: ISS; Yorkshire Water; Centrica & British Gas; and works effectively across matrix structures.

Financial delivery – Proven track record of financial delivery. (ROI of 7:1). 

Customer Journey Management – Accountable for the development and documentation of the E2E Customer Journey architecture across the whole of the British Gas SMART Metering business.

Senior Stakeholder Management – Previous Direct report to the Director of Transformation & Financial Director (British Gas services). Provide influence and direction to organisations SLT on a regular basis on both strategic and tactical/process improvement changes: E2E review of aborted job process (accounted for 20% of all jobs visited ~2m jobs/PA); E2E review of field workforce (1.2k FTE) overtime payment process etc. 

Process/Continual Improvement – Managed and delivered multiple process improvement projects concurrently through own team or via coaching of process improvement teams (across both regulated & non-FCA regulated organisations). Created infrastructure and capability across front line operations to both identify and deliver bottom-up continuous improvement (circa 263 members of staff trained & coached on the use of 6 Sigma tools & techniques – YB; GB & BB level). 

People Development – Proven track record on the identification and development of high performers and talent development both within my team and individuals that I have had an influence on. 

Six Sigma Black Belt