Andrew Miller

Current

Owner, Managing Director at Rubus Consultants

Past

Group Learning & Development Manager at Serco
Consultant at Atkins Management Consultants
L&D Consultant at Rubus Consultants

HR Manager at Fasthosts
Programme Manager at Dell
Senior Consultant at Alcatel Telecom
Specialist Operations (Spec Ops) at Military

see less...

4 more...

Education

University of Life

Recommended

3 people have recommended Andrew

Connections

172 connections

Industry

Human Resources

Websites

Andrew Miller’s Summary

Andrew Miller’s Specialties:

Rubus Consultants helps organisations reduce turnover, improve morale and increase performance without increasing salaries by delivering high quality learning interventions. These transformational learning events will help to add value to your bottom line.

Andrew Miller’s Experience

Owner, Managing Director

Rubus Consultants

(Privately Held; 201-500 employees; Information Technology and Services industry)

May 2003 — Present (5 years 6 months)

What do we do ?

Rubus Consultants helps organisations reduce turnover, improve morale and increase performance without increasing salaries by delivering high quality learning interventions.

How do we do it?

We do this by running Transformational Training Programmes– i.e. training courses that will transform the way your staff work or you do business.

Why use us?

* We have over 40 years of experience within the fields of Learning & Development and have an associate base with well over 500 years of experience behind them.
* We give you all of the IPR once we have finished working with you. Free.

Outcomes for you.

* Working with one of the top five organisations and consultants as listed by Trainerbase
* Peace of mind with working with a reputable and stable organisation.
* Your problems identified and solutions found and implemented or your financial investment is refunded
* One consultancy to deal with regardless of what you need
Group Learning & Development Manager

Serco

(Public Company; 10,001 or more employees; Human Resources industry)

March 2006 — May 2007 (1 year 3 months)

• Worked with the top Divisional HRD’s on the design of a new ‘Leadership Model’ for Serco to enable the identification, reward, retention and development of current and future leaders (Performance Management, Resourcing, High Potential and Emerging Leader Programmes).
• Solely responsible for the design and development of a ‘Performance Management’ framework for Serco globally (46,000 employees) utilising a 5 point rating system that can be applied across the organisation and also in the identification of High Potentials and Emerging Leaders, this is linked to Serco’s ‘Pay for Performance’ senior leader remuneration plan and is currently in the first phase of pilot and implementation with the top 300 leaders.
• Worked closely with external consultants on the design and construction of a Leadership based 360’ tool to support Performance Management as well as Leadership Development for Serco’s top 300 leaders. This is in the first stages of pilot.
Consultant

Atkins Management Consultants

(Public Company; 201-500 employees; Human Resources industry)

February 2005 — March 2006 (1 year 2 months)

Working at senior management level as a Learning & Development Consultant / Project Manager delivering consultancy and ‘hands on’ delivery of Leadership, Management, Performance Management, ‘Soft Skills’ and Project Management events as well as Change Management programmes.
L&D Consultant

Rubus Consultants

(Privately Held; 1-10 employees; Human Resources industry)

December 2004 — February 2005 (3 months)
HR Manager

Fasthosts

(Privately Held; 51-200 employees; Human Resources industry)

September 2004 — December 2004 (4 months)
Programme Manager

Dell

(Public Company; 10,001 or more employees; Human Resources industry)

July 2003 — September 2004 (1 year 3 months)

• Initial consultancy and later programme manager for the Europe Middle East & Africa phase of a Global sales training programme which resulted in cost savings of €713,000 per annum over a 3 4 year period within EMEA.
• Introduced a robust framework for the evaluation of sales and management training programmes, demonstrating cost reduction through Return on Investment by linking with business measures such as reduced recruitment costs and increased retention rate as well as improved an overall increase in sales targets met and achieved.
Senior Consultant

Alcatel Telecom

(Public Company; 10,001 or more employees; Human Resources industry)

October 2000 — February 2003 (2 years 5 months)

• Leadership and Management development for junior, middle and senior managers within Alcatel Telecom (UK&I)
• Change Management and Functional Development for UK & Ireland - ‘Alcatel University’ which resulted in improved customer relationships and new training contracts worth in the region of £100,000.
• Key Account Manager for Level (3) Communications and WorldCom.
• Design and Delivery of ‘off the shelf’ and bespoke learning solutions for major multi-national clients to enable them to realise business objectives in the most cost effective manner.
• Provided career and personal development coaching to employees of all grades during periods of redundancy within Alcatel.
Specialist Operations (Spec Ops)

Military

(Government Agency; 10,001 or more employees; Military industry)

November 1989 — April 2000 (10 years 6 months)

• Practical leadership training to junior and senior leaders within HM Forces (Army, RAF and RN)
• Designed, develop, deliver and manage multi faceted training solutions within a military environment.
• Programme design and roll out of annual training cycles taking into account budgetary constraints
• Design and delivery of technical and military training for upwards of 800+ personnel.
• Design and delivery of ‘soft’ skills training for leavers of all ranks enabling them to better integrate within a civilian environment.
• Led the training & development of Field training for non Field Force Service staff.
• Successfully delivered training solutions using the most appropriate delivery method.
• Leadership & management of a team of 20 soldiers working in a sensitive & secure communications environment, which included performance and succession management.