Amy Palliser

Amy Palliser

Amy Palliser

Finance Manager

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+44 (0)1653 628596

I lead internal Finance at Curzon Consulting.

I am an ICAEW Chartered Accountant and CIOT Chartered Tax Advisor with over 15 years of experience gained through positions held in both professional practice and industry. I have experience across a wide range of disciplines including financial accounting, Statutory financial audit, business taxation, personal taxation, management accounting, financial direction and control.

I enjoy working as part of a dynamic and innovative team at Curzon Consulting and I have enthusiasm to use my skills and commercial experience to support the firm’s progression.

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Chetan Trivedi

Chetan Trivedi

Chetan Trivedi

Partner, Healthcare Lead

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I have over 20 years’ international consulting experience. For the past 15 years I have supported Healthcare payers, providers and medical devices companies on strategy, operational improvement and digital transformation engagements across the UK, wider Europe, Middle East, US, India and Canada.

I have also delivered value creation programmes for leading private equity firms within and across their healthcare portfolios.

On a personal level, I am deeply passionate about improving health outcomes, safety and quality of life for patients with Cardiovascular and Chronic Kidney Disease, with a focus on prevention and reversal.

I also have a profound interest in disruptive innovation and their use cases in healthcare. These include Artificial Intelligence, Biologics/Biosimilars, Blockchain, 3D Printing and Remote Patient Monitoring.

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Curzon Consulting automotive

Delivering a step change in operational performance

The issue

  • Four factories on one site producing 60% of the company’s European demand for the Automotive market
  • Utilisation and performance had been in steady decline for four years and with very poor customer delivery and service performance this was seen to be a failing site
  • Local custom and practice was inhibiting opportunities to improve productivity
  • Curzon was engaged to help the Site Director achieve control and turn performance around
  • The site was achieving less than 60% OEE on its premium integrated lines
  • High inventories but of the wrong products due to lack of control of demand and production priorities
  • No performance management system in place to drive improvement
  • Disconnected Planning and Production functions causing late delivery and high costs
  • Limited management capability and lack of proactive supervision

What we did

  • Create an overall approach to transform the performance of the site involving all of the management team
  • Implement a cross-functional planning process and tools e.g. production wheels to establish a clear view of demand, delivery priorities and factory capability to deliver
  • Implement Lean capabilities on the shop floor e.g. SMED techniques, SIC and Kaizen to improve productivity and develop a sense of ownership
  • Selective capital investment in facilities (underway)
  • Implement visual performance management and supporting proactive supervisory/management processes
  • Build the capability of the local team to ensure sustainability

The results

  • Achieved in excess of 25% reduction in inventories and a significant uplift in on time delivery to distribution centres
  • Improved OEE on key integrated lines by over 20%, increasing capacity and enabling transfer of work from less productive sites
  • Built the capability of the client team to be able to complete the programme rollout successfully themselves and to sustain the initial improvements
  • Created a blueprint that can be rolled-out to other sites globally

25M

reduction in inventories

20%

increasing capacity

An award-winning team

Curzon consulting mca finalist 2019

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Improving yield management at a travel & leisure operator

The issue

  • A leading leisure travel group needed to make a change in Yield Management practice to optimise commercial outcomes
  • Profitability under strain due to increased competition and uncertain market conditions
  • A complex and out of date system eroded trust in Yield Management practice
  • Limited understanding of commercial impact of pricing decisions and a lack of operational control
  • No alignment behind informed vision to guide the development, deployment and industrialization
  • Capability gaps
  • Siloed understanding of the potential impact of digital technologies

What we did

  • Market analysis
  • Developed strategy & analytical model to explore critical aspects of Yield Management Operating Model
  • Developed blueprint roadmap to deliver vision & clear programme structure
  • Business transformation
  • Executive coaching
  • People & culture change
  • Flexible approach enabled client to retain ownership

The results

  • Estimates over next four years indicate cumulative improvements in gross margin, uplift in aircraft utilisation & increase in spend per customer
  • Improved cross-functional collaboration
  • Uplift in gross margins for last season
  • Commercial mindset taking hold in organisation

20M

exceeded the gross profit margin improvement target

25%

reduced customer loss

14%

reduction in operating costs

An award-winning team

Curzon consulting mca finalist 2019

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Contact us