Peter Browning

Current

Management Consultant & Principal at Osprey Consulting

Past

British Senate Chairman at JCI Senate
Group Operations Development Manager at BWI plc
General Manager at Brother Industries

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Education

The University of Glasgow

Recommended

3 people have recommended Peter

Connections

323 connections

Industry

Management Consulting

Websites

Peter Browning’s Summary

Experienced business consultant whose holistic approach achieves results by identifying root problems and issues before implementing appropriate solutions that match the business’ objectives.

Brings new perspectives and cultural sensitivity from his direct experience of many industries and geographical environments to bear in all areas of the business.

Identifies opportunities to improve business performance whether that be consolidation or expansion; product or service improvement/rationalisation; pricing structure or marketing strategy all supported by enabling initiatives such as restructuring, management information or people development to deliver the desired bottom line results.

Operates at strategic and tactical levels as the situation requires to ensure sustainable improvement.

Works with client staff at all levels to add value, build ownership, transfer knowledge and implement practical solutions which deliver benefits to the business.

Peter Browning’s Specialties:

Provides specialist assistance in all business areas and across industries to achieve objectives and long term success.
<> Business Improvement
<> Strategic Planning and Strategy into Action
<> Operational Effectiveness including Kazen and Process Re-engineering
<> Lean Management
<> Organisation Development and Alignment
<> Culture Change and Structure Inversion
<> Top Team Facilitation
<> Project Management and Interim Management
<> Partnership Sourcing
<> Performance Management

Peter Browning’s Experience

Management Consultant & Principal

Osprey Consulting

(Management Consulting industry)

1996 — Present (13 years )

• Facilitated printing Group Board to develop growth & performance improvement strategy
• Managed multi discipline re-engineering project in leading Asian airline -$8m savings pa & new unified culture aligned to deliver business strategy
• Developed business plan as Interim CEO of £5.5m group to double the group's size. Secured bank support, implemented basic controls, started culture change
• Designed & implemented new organisation for key operation in major airline to improve flexibility & provide better service to internal customers
• £2m margin improvement @ £35m printing company through improved management controls, visibility and processes
• Developed & managed Assessment Centres to support restructuring
• Analysis & clarification of core markets resulting in new market focus. Designed & implemented management processes to focus sales effort & drive performance to budget
• Re-engineered Newsroom processes
• Managed Logistics ITT & achieved 30% savings & improved service
British Senate Chairman

JCI Senate

(Management Consulting industry)

2006 — 2006 (less than a year)
Group Operations Development Manager

BWI plc

(Public Company; 1001-5000 employees; Mechanical or Industrial Engineering industry)

1992 — 1996 (4 years )

Consultant/coach/advisor to CEO, Main Board members and MDs of UK & US subsidiaries during period of consolidation and growth.
Led development and implementation of Culture Change process that introduced Best Practice in varied and highly autonomous UK and US subsidiaries.
Established Group Technical Network who worked together to gain competitive advantage.
Established new Group HR role. Developed Group HR strategy to support drive for World Class status.
Developed and introduced Performance Management system for top 70 managers in the group
Facilitated clarification and communication of Head Office role which improved the working relationship with operating units.
Supported divisions to achieve ISO 9001 registration in an average of 10 months
Instigated culture change in traditional unionised environment resulting in new agreements with a teamwork and partnership approach
General Manager

Brother Industries

(Public Company; 10,001 or more employees; Consumer Electronics industry)

1987 — 1991 (4 years )

Established and operated new division on greenfield site building turnover up to £24m with 350 staff in 2 years. Obtained various quality approvals including ISO 9001 and TUV.
Led multi division team to design and implement TQM philosophy and culture
Recruited and led successful management team.
Established and managed UK supply chain using partnership sourcing principles
Restructured existing division to improve productivity, quality and margins while increasing capacity by 25% turnover to £30m
Formulated strategy for product development capability outside Japan

Peter Browning’s Education

The University of Glasgow

BSc , Civil Engineering & Production Management , 1970 — 1976

Activities and Societies:

Vice President of GUAC (Glasgow University Sports Union)
Finance Convenor of GUAC
Captain of GURC (Shooting Club)
Captain of Scottish Universities Rifle Team

Additional Information

Peter Browning’s Websites:

Peter Browning’s Interests:

Cooking, Antiques, Travel, Gardening, Historic Buildings and Conservation, Target Shooting, JCI Senate

Peter Browning’s Groups:

Fellow of RSA, (Royal Society for the encouragement of Arts, Manufactures & Commerce),
Branch Chairman of Institute of Management 1993 - 1996, BIM,
Junior Chamber International (JCI) Senate