Oliver Luker

Current

• General Manager Transition Services at Nortel

Past

• Director, Global Inventory Management at Nortel
• Director, Global Operations Digitization at Nortel
• Director at Dispatx Art Collective (www.dispatx.com)

• MBB / Six Sigma Consultant at Independent (Self-employed)
• Six Sigma Leader (MBB) at General Electric
• Corporate Audit Staff at General Electric

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3 more...

Education

• London School of Economics and Political Science

Recommended

9 people have recommended Oliver

Connections

364 connections

Industry

Telecommunications

Oliver Luker’s Summary

Oliver Luker is an operational leader with extensive financial, IT and change management experience. He has leveraged graduate & fast-track financial leadership programs in General Electric to successful independent consultancy and more recently to extensive business transformation and digitization in Nortel.

His consistent emphasis on the importance of communication, information, and the creative method in resolution of complex process failures has delivered successful operational change management across a wide range of businesses and situations.

Daily managing the operational and commercial implications of Chapter 11 filing on a multi-billion dollar company has provided an opportunity further to hone and develop restructuring, direct and indirect influencing, and negotiating skills critical to effect extensive change alongside operational stability.

Oliver Luker’s Specialties:

Solution Architect & Change Management, Operational-Financial Process Accountability & Control, Creative / Communication-Focused Approach, Restructuring, Inventory Management, Commercial Negotiation

Oliver Luker’s Experience

• General Manager Transition Services

  Nortel

  (Public Company; NRTLQ; Telecommunications industry)

  August 2009 — Present (5 months)

  - Negotiate, Establish & Actively Manage Ongoing Transition Service Agreements (TSA) to Provide Requested Services to Multiple External Customers
  - Build and Continue to Manage Commercial Interface to Multiple External Entities, w/ Focus on Customer Relationships with CDMA (Ericsson) Enterprise (Avaya) and LTE (Hitachi)
  - Ownership for 250M in Annual Cost Recovery
  - Balance Operational Expense With Customer Need ... Ensure Appropriate Expectations Set & Realized
  - Standardize Operational Process Delivery via Peer Network & Extensive BI Framework Allowing for Real-Time Risk & Resource Mgmt
  - Work Quickly to Identify Pipeline, Extent and Base Requirements for Transitioning Materially All Business Processes & IT to Buyer
  - Actively Negotiate Terms & Means of Delivery in Resource-Constrained and Time-Bounded Environment

• Director, Global Inventory Management

  Nortel

  (Public Company; NT; Telecommunications industry)

  March 2009 — July 2009 (5 months)

  - Incorporate & Assure Effectiveness of Required Inventory Management Processes to Deliver Global Inventory Levels
  - Establish a Disciplined Company-Wide PSI (Production, Sales, Inventory) Process Including MTO/ATO/MTS Remix & Sales / PLM Forecast Accountability
  - Single, Standard Inventory Management Process Including Inventory Entitlement and Aggressive Draw-Down Target Management
  - Centralised Master Planning Process Leveraging Saleable Unit Statistical Demand Planning to Establish Structure for FG & Comp. ROP / ROQ
  - Functionally Align Product/Vendor/Customer Master Data Management to a Single Early Adopt Model – Eliminate Churn & NVA Creation
  - Deeply Embed a Demand Shaping Competency Allowing Proactive Commercialisation of On-Hand Non-Forecasted Inventory via Price & Service Bundling

• Director, Global Operations Digitization

  Nortel

  (Public Company; NT; Telecommunications industry)

  September 2007 — March 2009 (1 year 7 months)

  - Built and Led Global Team Focused On Inquiry, Order, Fulfillment & Remittance Processes … Responsible For All Operational IT Investment & Project Delivery Across 150+ Countries
  - Redesigned Complex Engineered Order Flow for Maximum Efficiency and Business Wide Gain, Eliminating 40+ Legacy Toolsets and Standardising Project Management & Revenue Recognition
  - Implemented Industry Best Practice Materials Planning Toolset (SAP APO) Driving Multi-Million Dollar Reductions in Carrying Cost, E&O Creation and Process Inefficiencies
  - Drove Process Centralization & Standardization … Delivered Bookable Operational Productivity Across The Deliver, Deploy & Support Solutions Processes
  - Focused on Significant Customer Attainment Improvement Via Process Standardization & Governance ... Partnered with Key Customer Teams to Deliver Specific Operational Enablers
  - Created A Robust, Flexible Nortel-Wide Business Intelligence Structure Enabling a Global Operations Analytic Competency

• Director

  Dispatx Art Collective (www.dispatx.com)

  (Fine Art industry)

  July 2004 — July 2008 (4 years 1 month)

  - Dispatx Art Collective established the internet's leading curatorial platform investigating artistic and curatorial practice.
  - The site is undergoing a move from its existing location to an ongoing archive both in physical and virtual form.

• MBB / Six Sigma Consultant

  Independent (Self-employed)

  (Self-Employed; Myself Only; Management Consulting industry)

  February 2004 — August 2007 (3 years 7 months)

  - UK Based European HQ for Global Oil Business : US HQ For Global Telecoms Company
  - Key Resource on Order-Cycle Projects in Iberian Region Bringing Significant Cashflow Benefits for 2005-2008 … Responsible for Aligning 10 Core Projects With Quality Methodology
  - Drove Change in Performance Management Through Metric Redesign & Insistence on Validation
  - Accelerated Purchasing-Cycle Projects Through Initial Learning-Curve & Provided Support for Projects Across Germany, Spain & UK in 20+ Locations Delivering Substantial Cost Reduction Opportunity
  - Grew Third-Party Role Through 12 Months into Central Point of Contact for Most Impactful Projects … Emphasized Strategic Importance of Communication & Financial Support in Project Delivery
  - Mentored 20+ GB / BB Projects to Solution Implementation … Ongoing Work Through Statistical Evaluation
  - Eliminated Progress Roadblocks for Call Route Pricing Through Extensive Business Interview & Deep-Dive Trending Analysis

• Six Sigma Leader (MBB)

  General Electric

  (Public Company; 10,001 or more employees; GE; Electrical/Electronic Manufacturing industry)

  January 2003 — February 2004 (1 year 2 months)

  - European HQ of Electrical Components & Equipment Business (€700MM/yr, 4000 Employees, 20 Sites)
  - Responsible for Service Performance & Cross-European Execution Leveraging Six Sigma Methodology to Reduce Order Fulfilment Cycle Times Across all Businesses
  - Designed & Validated Metrics Focusing on Complete Demand … Engineered Paradigm Shift In Service … Business Impact Ensured Operationally Effective Stock Levels & Facilitated Inventory Management While Growing Service. Critical Indicators Showed 20%+ Impact Over Year
  - Designed Operational Service Strategy With Business Leadership Team … Used to Manage Resource Allocation / Engagement Across Europe
  - Led Cross-Functional Service Execution Team of 12 Members Across 5 Plants (Hungary, Poland, Spain, Portugal, Germany)
  - Coached & Mentored 10 Black Projects, Gave Training Sessions to Black Belts

• Corporate Audit Staff

  General Electric

  (Public Company; 10,001 or more employees; GE; Accounting industry)

  May 2001 — February 2003 (1 year 10 months)

  - Global HQ of Diversified Technology / Services Company ($130BN+ /yr, 315K Employees)
  - Strategic Consultancy to Top Level Executives in Areas of Finance, Operations, Controllership & Organisation … Consistently Highlighting Financial / Operational Linkage
  - GE Medical Systems (Milwaukee, USA); GE Power Controls (Barcelona, Spain); GE Capital (USA); GE Consumer Finance (Edinburgh / London); GE Plastics (BOZ, Netherlands)
  - Reviewed $1.8BN Revenue Across 6 Months for Compliance With Relevant Accounting Literature
  - Partnered With Client to Unravel Complex Joint Venture & Equity Accounting … Identified & Redesigned Management Controls Aligned to Suggested Changes
  - Led Team of 4 to Design & Implement Terrorism-Related Risk Abatement & Crisis Management (People / Assets / Data) Strategy in 12 Sites Across US
  - Scoped Out Performance Targets & Developed Management Controls to Assist Strategic Managerial Divestiture or Restructuring Decisions

Oliver Luker’s Education

• London School of Economics and Political Science

  BSc (First class) , Psychology & Philosophy , 1995 — 1998

Additional Information

Oliver Luker’s Interests:

Active Volunteer & Crop Mob Participant, Skiing, Snowboarding, Rollerblading, Running, Modern Literature, Cooking

Oliver Luker’s Groups:

•    Women for Women International
•    Nortel Connection
•    General Electric (GE) Alumni
•    LSE Alumni

Oliver Luker’s Contact Settings

Interested In:

• career opportunities
• consulting offers
• new ventures
• job inquiries
• expertise requests
• business deals
• reference requests
• getting back in touch