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Chris Futcher
Greater Manchester, England, United Kingdom
7K followers
500+ connections
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Articles by Chris
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What COVID-19 taught the world about Digital Transformation
What COVID-19 taught the world about Digital Transformation
Digital Transformation has been at the forefront of most business strategies for at least the last three years and, in…
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1 Comment -
Digital Transformation - How to set the right strategy for successMar 3, 2020
Digital Transformation - How to set the right strategy for success
Digital Transformation means many things to many people and rightly so, but the underlying objectives remain the same…
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Activity
7K followers
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Chris Futcher shared thisHere's the second installment of my 5-part blog series on digital transformation and digital strategy in the private sector. This post focuses on identifying the barriers that may exist within your organisation and the strategy you need to break them down to build a sustainable culture of digital delivery. If you missed the first installment, head over to our blog page to catch up. Stay tuned for the next three installments, which will cover additional aspects of digital transformation and strategy. #digitaltransformation #digitalstrategy https://lnkd.in/edUm5pQdPrivate Sector Digital Transformation: Step #2 - Show | Cavendish WoodPrivate Sector Digital Transformation: Step #2 - Show | Cavendish Wood
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Chris Futcher shared thisThe first of my five-part blog on how to plan, implement, and maintain lasting transformation in your business is now live. I hope some of you may find it useful. If it resonates, let me know! #digitaltransformation #digitalstrategy #digitalleadership #leadershipChris Futcher shared thisStruggling to get your digital delivery capability humming? Many traditional businesses struggle with transformation. However the blockers and barriers are identical across virtually every business and sector. And so are the strategies, tools and approaches you should be using. Our Managing Director Chris Futcher is writing a five-part blog series on how to approach and implement lasting transformation in your business that will enable you to deliver the types of digital and modern services both your internal and external customers demand. Digital transformation should increase revenues, decrease cost, and have a huge positive impact on customer acquisition and retention. The 5S framwork for digital transformation developed by Cavendish Wood will help you to deliver lasting transformation in your business. Part 1 is here now, so have a read and let us know what resonates with you. #digitaltransformation #digitalleadership #digitalstrategy #transformation https://lnkd.in/e-Z2-_3nPrivate Sector Digital Transformation Success: #1 - Span.Private Sector Digital Transformation Success: #1 - Span.
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Chris Futcher shared thisif you work in a Local Authority then please take a look at my 5 part series of blogs on #digitaltransformation in #localgovernment. Lots of helpful and actionable insight to help your transformation journey deliver better outcomes for your customers and staff. Cavendish Wood #transformation #digitalstrategy #digitalleadership #digitalculture #digitalgovernmentLocal Government Digital Transformation Success: #1 - Span.Local Government Digital Transformation Success: #1 - Span.
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Chris Futcher shared thisAnother Cavendish Wood Christmas night out. Always great to get to the end of another year with more people than you started with, especially when those people are as talented as this lot. 👌 Very proud of the whole team and the amazing things they've worked hard to deliver for our clients in the last 12 months. This is most definitely the "A Team" 👊 As we start our 10th year in business this month, feeling more grateful than ever to call these brilliant guys colleagues. Merry Christmas you filthy animals. 🎅❤️👍🙌 #business #team #grateful #people #digitaltransformation #publicsectortransformation
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Chris Futcher shared thisCavendish Wood Manchester team outing tonight. Super proud of the work these guys put in. 👊👊👏👏👍👍 #team #digitaltransformation #transformation #digitalstrategy
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Chris Futcher shared thisI’m #hiring. Know anyone who might be interested?
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Chris Futcher shared thisWe are #hiring. We are looking to recruit an ambitious and bright delivery manager to the team! Please share with your networks or pass on to anyone whom you think may be a good fit! #team #share #deliverymanagerjobs #projectmanagerChris Futcher shared thisWe are #hiring. We are looking to recruit a keen and energetic business analyst to the team! Please share with your networks or pass onto anyone who you think may be a good fit! https://lnkd.in/ebEcgFf7
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Chris Futcher shared thisWe are #hiring. We are looking to recruit a bright and keen delivery manager to the team! Please share with your networks or pass on to anyone whom you think may be a good fit! #team #share #deliverymanagerjobs #projectmanagerChris Futcher shared thisWe are #hiring. We are looking to recruit a bright and keen delivery manager to the team! Please share with your networks or pass on to anyone whom you think may be a good fit! #team #share #deliverymanagerjobs #projectmanager https://lnkd.in/eD4Myyxa
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Chris Futcher shared thisSteven Webb is #hiring. Know anyone who might be interested?
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Chris Futcher liked thisChris Futcher liked thisAfter 8 years with Disclosure and Barring Service (DBS), this chapter now comes to an end as I move on to the Parliamentary and Health Service Ombudsman. DBS has been a fantastic place to work. Plenty of opportunities, plenty of challenges and a workforce thoroughly dedicated to improving safeguarding. I’ve worked with some great people over the years in DBS, but a debt of gratitude will always be owed to my team, who have supported me throughout. Massive thanks to Steve Gardner, Gareth Bristo, Alison Morte, Ian P., Kim Wooller, Andrew Rowe for allowing me to dine out on your achievements for so long 😂
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Chris Futcher liked thisChris Futcher liked thisToday we have been distributing our two major clients; SK Magazines and Glossy Magazine and due to complete both campaigns tomorrow. We are about to reach maximum capacity for any more shared leaflet distribution campaigns and have been taking multiple bookings for next year, having achieved more refferals than ever before, more repeat bookings than in any single month of our operations and our record breaking highest number of leaflets being distributed in one day (less than 9h) - 16,000+ - this was for Papa John’s Ashton store. And I am deeply grateful to be here. As we head into the New Year, at Wolf we have all been reflecting and being grateful for the each and every client that has taken us to where we are today. Thank you for standing with us and allowing us to service you, the Wolf movement stands for respect, dignity, leadership and loyalty. 💡 🐺This year we became exclusive to one of our main clients Luke Winters whom provides us with the highest volume of shared leaflet distribution campaigns, we did so out of respect to his loyalty to us, we now no longer take on any other tree surgeon in Greater Manchester - it is thanks to him we have grown so much.🌳 🐺 This year we helped out with several branding projects on the house including Revival Roofing whom we’ve supported expand their business, creating a new flyer, placing his advert into the SK Magazines and advising him within his expansion, next year he is wanting another rebranding. 🐺 This year have reached our maximum leaflet distribution campaign in one day; over 16,000 leaflets distributed in less than 9h, we have opened up new connections across the UK and are looking forwards to strengthening them into the new year. 🐺 This year we spotted talent within the distributors and are now training up our second team leader, Mr Farhan is already over exceeding with his development and on a strong track for greatness within the company. 🐺 This year we took out our second storage unit, massively increasing the amount of leaflets we can store. 🐺 This year we managed to upgrade our leaflet distribution bags, trolleys and kitted all of my team members out with uniforms, stregthening the team ethos and morale - especially now through the harsher weather. 🐺 This year we went Wolf mode together as a team, learning about one another and coming further closer than ever, during staff shortness we have had other staff pick up extra shifts, late night collections, extra planning on the routes, reducing our minimum leaflet distribution for individual clients to make our leaflet distribution more accessible to the community. We want to thank everyone watching and supporting, each and every Wolf member for putting their sweat and tears to build the brand and to lead with me, because I lead a team of leaders, we wolves are hungry to deliver even more successful campaigns next year and keep climbing 🏔️ Together we go Wolf mode 🐺
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Chris Futcher liked thisChris Futcher liked thisEnd of my first week as Chief Exec at Marketing Nottingham and Nottinghamshire. It has been full-on (as expected), getting to know the teams across all our departments Visit Nottinghamshire, Invest in Nottingham, Meet in Nottingham, Nottingham Partners and at our amazing Tourist Information Centre. Meeting with our amazing football clubs Nottingham Forest FC and Notts County Football Club. Talking with Dr John Forkin MBE DL at Marketing Derby about the future of our region, working at Cubo Work in both Nottingham and Derby, and meeting with our amazing Chair Iain Blatherwick, and our fantastic accountant Phil Johnson. We have a lot to do and so many people to meet and talk with. So, if you are connected with us as a partner or member or would like to be, I look forward to making your acquaintance (if we don't already know each other) and exploring how we can work together to support you and elevate our region.
Experience & Education
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Cavendish Wood
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Projects
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Topaz 2.2 - AstraZeneca
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Worked on developing the implementation strategy for the refresh of the AZ global infrastructure to version 2.2. and roll to a number of sites global. Set up the project office and developing the processes and tools required by the project managers to carry out the implementation and engaging 3rd parties & the outsourcing company into the processes.
Key Achievements
· Developed the strategy, process and tools that are required for the Topaz 2.2 programme
· Developed and tracked…Worked on developing the implementation strategy for the refresh of the AZ global infrastructure to version 2.2. and roll to a number of sites global. Set up the project office and developing the processes and tools required by the project managers to carry out the implementation and engaging 3rd parties & the outsourcing company into the processes.
Key Achievements
· Developed the strategy, process and tools that are required for the Topaz 2.2 programme
· Developed and tracked the programme plan for the implementation Group
· Developed the tracking method of Business values
· Setting up the project OfficeOther creators
Honors & Awards
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1000 Companies to Inspire Britain
The London Stock Exchange Group
1000 Companies to Inspire is London Stock Exchange Group’s celebration of some of the fastest-growing and most dynamic small and medium-sized enterprises (SMEs) in the UK and Europe. As well as identifying 1,000 companies, the annual reports examine in detail the opportunities and challenges facing SMEs and looks at the sectors and trends that will shape the future of the British and European economies.
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Operational Service Medal - Sierra Leone
Royal Marines
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General Service Medal - Northern Ireland
Royal Marines
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WILLOW PRIVATE FINANCE
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Contractors & Freelancers: Turning Day Rates Into Borrowing Power 🔷 Your Day Rate Is Stronger Than You Think If Packaged Properly Contractors and freelancers often underestimate their borrowing power. In 2025, many lenders convert day rates into annualised income, allowing significantly higher affordability than traditional accounts-based underwriting. IR35 status, assignment length and contract history matter, but with the right lender, you can borrow far more than expected. 👉 Link in message 👇 #Contractors #Freelancers #IR35 #MortgageTips #WillowPrivateFinance
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Dave Chaplin
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Why Your IR35 Dispute Process Matters A clear, fair dispute process is crucial for protecting your business under the off-payroll working rules. If a contractor disagrees with your IR35 determination, you must handle the situation in a way that: ✔️Clearly explains how the decision was made ✔️Ensures the contractor has an opportunity to appeal ✔️Protects your business from future scrutiny by keeping detailed records A disputes process is mandatory, and should be transparent, repeatable, and well-documented, showing HMRC that you’ve taken reasonable care. One way to make managing disputes easier and more reliable is by working with a provider who includes dispute management as part of their process. By doing so, you benefit from their expertise in handling disputes in a fair and consistent manner, ensuring that all decisions are clearly documented. This means you’ll have a solid paper trail that can stand up to any scrutiny from HMRC. Unsure if your dispute process is set up correctly? Feel free to get in touch with us to have a chat. https://buff.ly/3IiKCcg #IR35 #IR35assessment #IR35Compliance #Compliance #Consultation #HRnews #HR #SDS #HMRC #Tax #Contractor #Contracting #Status
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Dave Chaplin
40K followers
WEBINAR: Contracting Revival - IR35 barriers removed 📅TODAY at 12.30pm Many firms stepped back from contractors because the tax risk felt too high. That landscape has changed. In this practical session, Dave Chaplin explains why 2026 is shaping up to be a genuine contracting revival – and why the excessive risk that drove blanket bans is no longer what it was. We’ll cover: 1. The April 2024 offsets fix and how it significantly reduced historic IR35 tax exposure 2. Where the case law now stands following key court decisions 3. What HMRC compliance checks are showing in practice 4. How umbrella and employment rights reforms are reshaping hiring again You’ll leave with a clearer view of where risk now sits – and what you need in place to hire contractors with confidence. If you are reviewing your contractor strategy for 2026, today's session will help you sense-check your position and move forward with clarity. #IR35 #IR35Compliance #Offsets #Contractors #HR #Finance #Recruitment #Compliance #webinar #FD #HR #HRNews #Tas #HMRC #RecruitmentAgencies
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Over recent months, UKRI, Innovate UK, & other UK Gov bodies signalled several coming funding calls for disruptive industry-focused R&D. Below I highlighted four of my picks worth gearing up for, along with some speculative timings & funding ranges. 1. Advanced Manufacturing Challenge Fund UK Gov´s recent £2.8Bn commitment to R&D in advanced manufacturing (announced June 2025) will translate into targeted challenge calls via UKRI & DSIT. Timing: Q4-2025 onwards Funding: likely up to ~£750k per project Outlook: Expect calls focused on collaborative R&D, new production technologies, & cross-sector manufacturing innovation. 2. Innovation-to-Commercialisation Pathways in Life Sciences BBSRC & MRC are gearing up for new translational funding rounds, supporting routes from lab discovery to commercial application. Timing: Oct–Dec 2025 Funding: ~£300k–£600k per project Outlook: Blends academic excellence with industry engagement — so bids benefit from industry grant expertise, particularly in business models, routes to market, & end-user validation. 3. DARE UK Phase 2 – Demonstrator Projects Following the real-world research phase opening in October, UKRI has indicated plans for a Phase 2 to support larger-scale demonstrator projects in trusted research environments (TREs). Timing: Early 2026 Funding: Likely £500k–£1M, with potential for smaller awards Outlook: Open topic but leans toward data-intensive sectors — health, government, infrastructure, & population-level social research — pushing secure data & interoperability. 4. Defra / Innovate UK Environmental Monitoring Challenge Emerging from consultations in late 2025, this cross-departmental programme is expected to support biodiversity, ecosystem monitoring, & environmental tech. Timing: Launch expected in early 2026 Funding: Estimated £300k–£600k per project Outlook: Ideal for collaborative innovation in environmental sensing, data analytics, remote monitoring, & land use intelligence — especially where SME & academic teams work together. If you're developing R&D projects that could align — or if you're looking to partner on proposals — I'm always happy to connect & exchange insights. #innovation #grants #ukresearch #advancedmanufacturing #lifesciences #environmentaltech #DAREUK #funding #ukri #innovateuk
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The hidden cost of IR35 non-compliance for Amazon DSPs — a breakdown. Most operators think of IR35 risk in terms of fines. The reality is far more complex — and far more expensive. Here's what non-compliance actually costs a mid-sized Amazon DSP: Back-dated PAYE liability — HMRC can recover unpaid income tax and NI contributions going back six years. For a fleet of 50 drivers, that can easily exceed £500,000. Penalties on top of the liability — HMRC applies penalties of 30–100% of the unpaid tax on top of the principal amount, depending on whether the failure is deemed careless or deliberate. Legal and accounting fees — defending an IR35 investigation typically costs £15,000–£50,000 in professional fees alone, regardless of the outcome. Operational disruption — investigations trigger document requests, audits of working practices, and potential reclassification of your entire contractor workforce mid-operation. Reputation risk with Amazon — non-compliance with employment law can put your DSP contract itself at risk. Amazon's compliance expectations are only tightening. The total exposure for a DSP that hasn't properly reviewed IR35 status since 2021 can easily run into seven figures when you add it all up. The good news: Zerity customers get a full compliance infrastructure built in from day one. Automated assessments, audit-ready documentation, and a real-time compliance dashboard across every driver in your network. Don't wait for an investigation to do the maths. Download the checklist → zerity.co.uk #AmazonDSP #IR35Compliance #LastMileDelivery #UKLogistics #ContractorManagement
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Matthew Jones
1K followers
If we just merge ICBs to save money, we’ve missed the real opportunity. NHS England’s timetable puts most ICB mergers on track for April 2026 or 2027 https://lnkd.in/eiuHz2Fk. But behind the headlines is a rare chance to raise the digital baseline across entire systems. At Channel 3, we’ve supported ICSs through digital convergence and we’ve seen that it’s not about structures, it’s about standards. This is a pivotal moment to: - Rationalise infrastructure, simplifying hosting, connectivity, support models and core capabilities to build resilience at scale. - Embed common standards in data models, procurement frameworks, and cyber security to enable interoperability and reduce risk. - Pool talent and capability, establishing shared digital and analytics teams with the scale and reach to deliver transformation at pace. But there are pitfalls: - Levelling down: If standards are set by the lowest common denominator, we entrench mediocrity. - Drift: Waiting for structures to settle creates paralysis at the very moment clarity is most needed. - Loss of nuance: Standardisation must allow for local flexibility where it adds clinical or operational value. Digital mustn’t trail behind these mergers. It needs to be a core part of leading them. This change will shape the NHS’s digital capability for the next decade. How is your ICS planning to seize the opportunity and avoid the drift? #Channel3Consulting #DigitalHealth #ICBMergers #NHS #Interoperability #DigitalLeadership #HealthcareTransformation
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Benjamin P. Taylor
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Local government is facing massive mergers and separations. We’ve just delivered the best business case in record time – and we can actually implement too! I’d like to congratulate and thank the RedQuadrant team and our wonderful clients – we’ve just completed together the best business case for Greater Essex, in incredibly short timescales. That’s because, as well as incredible collaboration and organisation, we’ve got people who are really experienced and really know the ins and outs of local government reorganisation. Well done Naseema K., Tim Carr, Ian Burbidge, Neil Reeder, Paul Frainer, Terry Rich, and Natasa Sears on design. So LGR is accelerating, but the gap remains. Proposals are strong – but getting to ‘safe and legal on day one’ in new merged authorities is really really hard. And the goal is way beyond that – being set up for real transformation. That’s why we're offering the LGR Transition & Implementation Hub. To close that gap, we’ve got an effective, affordable, transparent approach that combines assurance (governance, finance, risk) with delivery (ICT, workforce, cutover), and includes RedQuadrant’s signature Service Design Authority, making sure services aren’t just transferred but reshaped for the future. The big risk in transformation here is stopping at the first step – we can help you push through to get the results. We also bring in local secondees, so councils build capability rather than rent it. Whichever track you’re on, the Hub is ready: recognisable, adaptable, and built for delivery – day one safe and legal, with transformation on track. Get in touch – the link below offers half-hour no-obligation conversations with our experts. Five things we’ve learned: 1. Symbolism is everywhere in mergers – so use it effectively, or it will kill you. (Remember the three-council merger with separate email addresses?) 2. The devil is in the detail, so pay attention to the critical path and separate key activities – Total Football (flexibility to focus where critical work is), not Schoolyard Football (everyone involved in everything) 3. Heads up makes the difference – to enable that, brief effective briefings and standups make sure everyone is on the same page. 4. Pick your battles – effective stakeholder engagement means knowing when to back off to keep things moving in the right direction. 5. It’s all about momentum – from the sprint of safe and legal into the marathon of transformation, you need to be building momentum, engaging What are your lessons from organisations separating and merging?
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