Skip to main content

Introduction


Mike Brady has 25 years of consulting and management experience focusing on delivering sustainable improvements in operational performance, operational risk management and management systems. Whilst working for leading consulting organisations Mike has delivered consulting projects across a variety of industries including:
  • Oil and gas
  • Electricity transmission and distribution
  • Aerospace
  • Financial Services
  • Retail
  • Government
Mike  also has a track record in the implementation of IT enabled change, process re-design, project and programme management.

 Mike has worked for leading global Management Consultancies KPMG Consulting and Oliver Wyman as well as smaller change management consultancies Corven Consulting and Egremont Group. 


Mike is a Fellow of the Institute of Chartered Accountants in England and Wales having qualified as an Associate in 1990. 

Mike's other professional qualifications are:


  • Certificate in Corporate Finance - 2004

  • PRINCE2 Practitioner – 2003
  • Project Management Institute – Project Management Professional (PMP) – 1998
  • Certified SAP R/3 FI/CO implementor - 1998
  • ISACA Certified Information Systems Auditor - 1993

Comments

Post a Comment

Popular posts from this blog

Brown paper bag accounting

I recently had cause to recall a type of work I did whilst studying to become a chartered accountant and in the period just after I qualified - brown paper bag accounts .  This is not some kind of under the table tax evasion scheme but a phrase used to describe the accounts preparation work for the smallest of small businesses. It describes what the client would provide in terms of records from which to draw-up accounts, submit their VAT returns and produce their tax returns.  It would be a bag (ok, sometimes and folder or a box) of expense receipts of various types, from shop tills and handwritten chits to vellum fee notes from solicitors.  There would also be a bunch of bank statements and credit card bills.  If you were lucky there would be a cash book which may record the client's drawings (money taken from the business for personal use) but often not. This was at first a huge struggle for a new trainee, but with guidance from senior colleagues a...
Post a Comment
Read more

What I learnt...managing a high pressure technology project

Our team were engaged to take over the management of a core system development project for a telecoms operator.  The project had been started with the intention of replacing core customer management, billing, fault management and service provisioning systems for the B2B division in time to launch a new product that would be supported by the new systems. The CEO was concerned that the project was drifting.  A sizeable team (40+) of independent contractors had been brought on board but as the CEO said "contractors were hiring contractors" and there seemed to be a lack of accountability.  Our role was to provide that accountability and manage the project to meet the deadline, a mere five months away. There were some specific challenges that increased the pressure on the programme manager (me): a sizeable portion of our fees were contingent on the product being able to be launched as planned in five months the new B2B product was not fully confirmed so system and produ...
Post a Comment
Read more

What I learnt...as Finance Director of a small UK motor car manufacturer

I was reminded recently of one of the more interesting episodes in my career when, for about twelve months, I was fortunate to be seconded to a small car manufacturer as Finance Director (both the cars and the company were small!).  It presented an exciting departure from my normal way of working but was also an opportunity to learn.  Here are the major takeaways for me from this experience: Collective executive responsibility Being part of the executive team meant that we plotted the course for the company and that we all bought into the strategy and the plan to deliver it.  We were making significant changes to the products, to the manufacturing process and to the supply chain and we all had to be clear about what we were doing, why we were doing it and how we were going about it.  Employees, shareholders, bankers, auditors and the press would be asking questions and we had to be consistent and clear in answering those questions but then in the actions and decis...
Post a Comment
Read more