Jonathan Madden comes to you with 20 years’ business experience and a fresh pair of eyes. Taking an objective look at where things stand and where your opportunities are, Jon can help you create a business strategy that will deliver measurable results.
Can you explain a little about your background?
Problem solving has always been a big part of my work. I started my career as a trainee draughtsman in a design company that offered contract resource to both the public and private sector.
After 4 years I moved into a manufacturing and engineering environment with Heatrae Sadia. I received significant investment in training and development and was given the opportunity to transfer into aftersales and servicing, and then quickly moved into management with responsibility for various functions including Quality.
More recently I’ve spent 10 years at a senior director level, which has included responsibility for R&D, Operations and General management leadership. But what I’m really passionate about is people. I like to develop people, play to everyone’s strengths, and share success through aligned teamwork.
What led you to set up Joules Resource Management?
I had aspirations to run my own business, so following further study in organisation direction and strategic marketing, the time was right to apply my experience into practice, and share my knowledge and energy with other organisations.
It’s about understating where they are, where they would like to go and how they can get there. And I wanted to be able to help with that journey.
What’s the first thing that has to happen when a business asks for your help?
I’ll go in and carry out a quick scan, which would generally take two days to evaluate the current state of the business. It’s about identifying culture and people’s behaviour, which is very important.
So, there will be a series of formal interviews with employees as well as the management team. I do use practised tools and techniques, but it’s also about listening to people, talking to people. And for me it’s about equality as all employees should be supported and valued to optimise their potential.
On your website you talk about the ‘Lean philosophy’ you use to help businesses. Can you explain what that means?
Lean Philosophy focuses on reducing waste and adding value. Reducing waste can be tangible – as in physical waste – but it can also be processes. So, for example, it can improve efficiency by preventing duplication, which takes you into other areas too, like structure and role responsibility – ensuring people know what they should be doing and having the right people in the right place at the right time.
Lean thinking and systems integration deliver real return on investment, but it shouldn’t be confused with mean thinking.
Can you give any examples of how you have helped a business or organisation turn things around?
Yes, there’s a company locally in Norwich who manufacture high value, high quality, high speed slicing machines, and recently were acquired by an American Corporation. They called me in to review and improve their aftersales spares delivery performance, as they were receiving too many complaints following acquisition and a complex carve out from the previous owners – mostly to do with the availability and the speed of delivery.
I’ve been working with that company now on a part-time basis for a few months and I’m pleased to report there’s been a 49% improvement on spares delivery performance in the USA and for the Rest of the World, a 40% improvement over last year.
I helped achieve these results through the introduction of key performance measures, improved communication and aligned teamwork focused on both strategic and operational objectives. When we hit the targets I brought in cakes and fruit for all employees to celebrate, which is something I do monthly to reward everyone in the achievement of targets –it is important to value employees and share success!
When you come across problems like this, is it because people have a lack of training or experience, is it personality clashes, or a mixture of issues?
It can be a few things. You always have to look at the management team’s experience, and identify the talent of the people who are able to lead. Generally, it’s about bringing some fresh blood and new ideas to mix with the existing experience and knowledge. In recent years, headcount has been reduced in many businesses so resource limitations often prevent a ‘can-do’ innovative culture. Businesses need to avoid being complacent and this is where lean over mean thinking pays dividends.
What would you say to a manager or business owner who feels daunted by change?
Firstly, I would say it’s great that they’re talking to me because it shows they have a willingness to change, and that’s the first obstacle to overcome. There’s often a fear of change. But I’m not into change for change’s sake. However, nowadays standing still is not an option and most business owners recognise the prize that is on offer if they’re courageous, whilst mitigating risk.
PRINCE2 (projects in a controlled environment) has 7 principles with the golden rule to remember; there must be a continued business justification with return on investment.
What’s the most rewarding thing about your job?
Job satisfaction for me is when I see people achieve more than yesterday and we share that success. It doesn’t have to be a big change overnight. People may think the vision is daunting, but when broken down into bite size chunks, we are able to achieve our goals through realistic objectives. It’s really important to keep it simple.
It’s also important to have a formal plan as opposed to something that’s in someone’s head. We will hit some obstacles and we will work around them, but it makes it all the more rewarding when we get the results that we wanted.
And what’s the most challenging?
I’m currently working with a number of clients and I have to wear a different hat each time I go to a client. I spend time preparing the night before I visit the client, so I’m clear on where we were at my last visit, to make sure we get the best out of the time that I’m about to spend with them. So, I would say that’s the most challenging part of my job, to keep swapping hats.
Who do you work most closely with in The People Kit?
I’ve worked with Jason on HR recruitment in the past and his expertise and service is of great value. He delivers his promise. And I’ve worked with Mary who’s a real people person so we have a real common ground. She’s sincere and genuine which is important to me.
What made you decide you wanted to join The People Kit?
It’s a fantastic initiative. We really can offer something unique and we have trust throughout the team. I think any organisations that choose to use us will benefit. It’s a winning formula!
What’s your biggest achievement outside of work?
Next year I’ll be clocking up 25 years of marriage so that’s a significant milestone that I look forward to celebrating with my wife Helen. I’m especially proud of my son Alex, who’s now 18 and as a child represented Great Britain in alpine ski racing. For myself I was also proud to complete a 90-mile cycle ride in Ireland for charity, having only taken up the sport some months earlier.
You can contact Jonathan Madden on 07468 499131 or by using the form below.