Wade Management Services Ltd

Steve Wade is a freelance Programme & Project Manager

Address: 88, Gilbert Road, Cambridge
Postcode: CB4 3PD
Country: United Kingdom
Website: http://www.linkedin.com/in/stevewade1
Membership type:Professional Individual and Corporate < 5 (£50+VAT pa)

I am a Cambridge-based freelance project and programme manager with over 25 years’ experience of helping make change happen in organisations as diverse as:

British Steel, Ford Motor Company, University of East London, Norwich Union, Bank of Ireland, Toshiba, CGU, Aviva, Diageo, Lloyds of London, Prudential, BBC, Post Office Limited, Westminster City Council, Essex County Council, University of Nottingham, Staffordshire County Council, Staffordshire and Stoke on Trent Partnership NHS Trust, Sainsbury's, Argos Financial Services. 

My work has included a number of start-up initiatives and new product developments as well as many organisation-wide ‘transformation’ programmes.

I have a track-record of successful ‘end-to-end’ project delivery – ie taking a project from initiation through to implementation and benefits realisation – and also providing consultancy to organisations during specific stages of programmes & projects by:

  • giving ‘hands-on’ interim management where required
  • troubleshooting & helping address specific issues
  • assisting & mentoring existing teams. 

My professional background also includes senior line management, business analysis & design, Enterprise Architecture, IT development and operational research. This has enabled me to specialise in the early planning and mobilisation phases of complex change programme, working with Executives and Senior Managers to ensure that strategies are properly translated into business & technology plans and the right portfolio of projects. 

I have a wide knowledge of best practice programme & project management approaches, eg PRINCE2, MSP, Agile, etc., together with the experience and skill to use them appropriately.   

I am an adept stakeholder manager, equally comfortable reporting at Board level and working with management, technical or specialist teams across different functional areas of an organisation.  I have also successfully managed relationships with many types of 3rd party supplier. 

To try and ensure best value for the client, assignments are usually undertaken on a short-term or part-time basis.

Don’t let the New Year’s resolutions fade: make lasting change in 2014

January is a time when, as we do in our personal lives, many business leaders look to the year ahead and make resolutions about changing their organisations for the better. These changes might relate to customers, products, staff, technology or culture, etc. But how many such ideas will even make it to the planning stage, let alone be implemented?

14 January 2014Read in full

Making change happen in SMEs: the problems and opportunities of size

The ability to respond to the need for change is critical to the success of small and medium enterprises (SMEs). However, despite the fact that their size sometimes makes change easier, SMEs often find it problematic because of the joint demands of needing to keep the business running at the same time and having to tightly control staffing costs.

10 December 2013Read in full

Managing start-ups: valuable lessons from the ‘dot-com’ era

Although most analyses of the ‘dot-com boom’ focus on the commercial and technological aspects of that period, valuable lessons were also learned about how best to manage start-ups. This is the view of Steve Wade, a Cambridge change management consultant, who project managed the creation of a number of major on-line brands during that period.

26 November 2013Read in full

Are Cambridge’s organisations making the most of project management?

Both public and private sector organisations which successfully manage change - whether this is when trying to grow, managing costs better, meeting new customer or citizen needs, or responding to external events - have long since recognised project management (and, more recently, programme management) as a core enabling discipline.

18 November 2013Read in full