CURRICULUM VITAEDr Andrew Myers, Management Research Consultant

Email: aj_myers@btinternet.comTelephone: 07831 589315

SUMMARYOver 20 years’ experience as a quantitative researcher, becoming a specialist in the use of quantitative methods across multiple disciplines and sectors – delivering on time and within budget on projects for over 60 organisations in both private and public sectors in areas such as leadership, management and employee research, and management development evaluations. Experienced in generating research ideas and taking the methodology and analysis lead on projects; working well as part of a team with people from diverse backgrounds, as well as on own initiative. Has a strong understanding of statistical concepts, assumptions, methods and techniques and is able to get the most out of small or large datasets. Has ability to use quantitative expertise to complement qualitative methods, and also to develop the skillset of others.Highly skilled in survey design, and has the capability to manage the survey process, ensuring that the approach used meets the research objectives. Expert in the use of statistical software packages such as SPSS and text analytics to effectively interpret data, together with using appropriate presentation tools to report data in a meaningful way.Achieved a PhD at the Cranfield School of Management and recently worked with a social enterprise to help promote the mental wellbeing and self-esteem of people with learning disabilities or autism through the making of mosaics.

RECENT PROJECTS AND WORK EXPERIENCE2015 Evaluation of a Workforce Development Programme – Society of

Chief LibrariansUndertook an evaluation of a national workforce development programme, in association with Oakleigh Consulting, for libraries in England to support digital access to information and services; particularly for those who are digitally excluded, which forms part of the Public Library Universal Information Offer.Responsible for designing an online staff survey, to identify areas of significant improvement in staff confidence as a consequence of the programme. Analysed over 4,000 responses, which formed the basis of a comprehensive report. The findings also gave credibility and validity to the observations arising from in-depth interviews and case studies within libraries. The outcomes helped the Society of Chief Librarians and the Arts Council build on the experience as well as having an input into their future plans.

2014 Measurement of High Performance Leadership – Heidrick & StrugglesBased on the outcomes of qualitative research designed an online survey tool that captured the key findings from interviews. The tool was aimed at measuring high performance leadership in boards and management teams at a global level, and focused on themes relating to leadership qualities of the Chair and CEO; board engagement, diversity of thought and corporate strategy development.Correlated organisational and board member demographics to identify

characteristics of high performing vs. average performing boards. The outcomes influenced and provided statistical evidence to support the findings of a book (The Success Formula: How Smart Leaders Deliver Outstanding Value), as well as providing data that is at the forefront of leadership research.

2013 -2014

Identification of Good Corporate Governance – Heidrick & StrugglesBased in the London office managed a project that focused on corporate governance best practice across European and Asia Pacific regions. Responsible for liaising with key individuals in the organisation and collating information from the top 400 European and 170 Asia Pacific organisations; forming the basis of publications in Europe and Asia Pacific that would have an important impact within the sector and the organisation’s existing clients. Reports from previous years were used to analyse trends over time.As part of the process developed an online survey looking into board effectiveness across the European and Asia Pacific regions. Analysis showed that capabilities in areas such as promoting team dynamics, strategic alignment, adapting to innovation, talent and succession planning were key measures for board effectiveness. Using a multivariate analysis technique identified other variables such as the empowered support of committees and the benefit of regular board evaluations as also having a significant impact.

2012 Evaluation of Volunteer Driver Schemes – County Durham NHS Primary Care TrustFormed a key role in a team that evaluated and assessed the cost effectiveness, perceptions and benefits of two different schemes in the North East for the NHS; the aim of which was to enhance access to health services among rural and disadvantaged communities. Staff, volunteers, beneficiaries and staff from GP surgeries were interviewed to ascertain the key issues. Designed surveys to gauge general perceptions from the volunteers of the driver schemes as well as users of such schemes. Analysed and visually displayed the outcomes in the form of a detailed report. Return on investment was calculated by scaling up assumptions based on the data relating to the fall in missed appointments, the reduction in home visits and potentially emergency admissions – a positive return on investment was achieved.

VOLUNTARY SECTOR EXPERIENCE

2010 -2012

Manager of a Craft Business CentreSpent time volunteering with a social enterprise to launch and manage a business centre - the aim to find jobs for those with learning disabilities or autism in the arts and crafts sector. The work was two-fold:

Business Basics Programme – with funding from the East of England Development Agency (EEDA) facilitated the creation of a programme to help local artists and crafters set up and/or grow their own business – and in time for them to consider employing/outsourcing activities to those with learning disabilities or autism. The success of the programme was measured by means of a detailed SROI evaluation focusing on social inputs and outputs.

Mosaic Workshop – won funding from Jobcentre Plus (JCP) to create a workshop to train people with learning disabilities or autism, with the aim of employing an inclusive workforce in the art of making and selling mosaics. Sourced and equipped the workshop with relevant materials and put together a team to take on the running of the

workshop. Very positive outcome with many participants showing improvements in mental well-being and self-esteem; whilst displaying a creative talent in making mosaics such as wall mirrors and decorative tables.

FURTHER WORK EXPERIENCE

2004 –2010

Lead Statistician in Epidemiology Research – Premark Services LtdWithin the healthcare sector, formed a key member of a team to undertake the design and statistical analysis of large-scale epidemiology studies – worked in partnership with clinical experts to gain a better understanding of patients’ needs. Analysed large multinational datasets for patient-level data relating to:

Restless Legs Syndrome – measuring prevalence, frequency and impact of RLS, and analysing patient segments among a primary care population. Collated and analysed datasets from Europe and the US, and worked with opinion leaders to publish peer-reviewed articles.

Chronic Obstructive Pulmonary Disease – worked with Patient Outcome and Information Service (POINTS) data to measure the impact of interventions over a two-year period in reducing admissions, to raise standards, and improve the variability and quality of COPD care.

Narcolepsy – worked with a team of key opinion leaders to gain a better understanding of the symptoms and diagnosis – compared matched data from patients, partners/friends and views of physicians. The outcomes of the analysis formed the basis of peer-reviewed publications.

2002 – 2003

Evaluation of Management Development Programmes – Cranfield MDUWorked at the Cranfield School of Management as the lead researcher in evaluating the impact of management programmes run by the Management Development Unit (MDU). Undertook qualitative and quantitative analysis of pre- and post-programme questionnaires measuring expectations, skills and behaviours by means of a gap analysis to identify areas of improvement as a result of the development programmes. In some cases a follow-up questionnaire was used several months after senior managers had completed the programme to observe how behaviours had been embedded within the organisation in question. In each case the findings formed the basis of a detailed bespoke report for organisations such as Boots the Chemist, Warburton’s, Royal Bank of Scotland and the European Investment Bank. Also set up a database capturing data from organisations for use by the Unit for benchmarking purposes.

ADDITIONAL SKILLS AND EXPERIENCE

1996 –Present

Management Research ProfessionalSince leaving the Cranfield School of Management in 1996 utilised and developed research, data analysis and management skills, working closely with an international client base as a specialised research professional, allowing for flexibility to operate in multiple sectors and multiple disciplines, including:

Leadership research – created and analysed surveys to measure: the leadership capability of the Fire and Rescue Service throughout the UK; leadership in complex situations within the UN Refugee Agency (UNHCR); leadership and governance in the third sector for the Chief Officers of Scottish Voluntary Organisations (ACOSVO); the role and performance of the chair of the board by comparing the views of the chair against other board members - research undertaken with the Cranfield School of Management in a number of different countries.

Employee research – used survey development skills to design and analyse online staff engagement surveys for Lancashire Police Constabulary and Staffordshire Police; employee attitude surveys for DaimlerChrysler UK and Network Rail; a worldwide organisational culture audit for Quintiles CRO; internal communication audits for the BT Group and the DWP, which provided inputs for strategy development; training needs analysis for the Bank of Ireland; and 360 degree feedback for British Sugar and the International Fund for Agricultural Development (IFAD).

Evaluations – worked with the Tavistock Institute in the analysis and evaluation of management training organised by Admin A.3 of the Director General for Personnel and Administration of the European Commission for staff at Head of Unit level and higher; also formed part of a team that has undertaken project evaluations – as a funding requirement - for the Retired and Senior Volunteer Programme (RSVP) in CSV Coventry and Brighton & Hove Lifelines, assessing the impact of volunteer run activities on the elderly and their quality of life.

Innovation research – influenced research thinking into innovation types, knowledge management, business change and re-engineering, and e-commerce (with the Cranfield School of Management); the adoption of new management practices (with the Open University); and technology addiction among young people (with the University of Northampton).

Market research – experienced in developing customer opinion, ‘mystery shopper’ and customer satisfaction surveys together with being competent in quantitative techniques such as conjoint analysis, segmentation, benchmarking analysis, forecasting and use of the Delphi technique. Clients include Siemens Financial Services, Pilkington, Ipsos and Enable Ireland.

Survey research – utilised experience in quantitative data analysis to report on findings from large and small-scale surveys; futures studies – such as the future of local governance for the Office of the Deputy Prime Minister undertaken in conjunction with The Tavistock Institute; longitudinal studies; user vs. provider surveys; and membership surveys for organisations such as the Institute for Public Relations (IPR) and the Woburn Golf and Country Club.

Seminars and workshops - has shared his wealth of experience by undertaking lectures and workshops in survey analysis and quantitative research methods in the UK and overseas.

1989 -1996

Senior Research Fellow – Cranfield School of ManagementDuring this period worked within the HR Group on the Top Management Teams project and progressed from the role of a Research Assistant to a Senior Research Fellow. Responsible for managing projects relating to:

Top management teams – undertook quantitative surveys into top

management teams in 13 countries (including the US, Japan and China) and developed and managed a database of over 4,000 global executives.

Cross-cultural analysis – gained an understanding of culture and its impact on executive performance within multinational organisations and teams, the statistical analysis of which formed the basis of a number of academic and practitioner articles.

The Research Methods programme – utilised knowledge and expertise of research methods and data analysis, and has shared that experience by training and mentoring postgraduate PhD students as well as advising MSc and MBA students on their student projects.

1985 -1989

Research Assistant – Cranfield School of ManagementOn completion of first degree initially worked as a Research Assistant developing skills in quantitative research methods, survey design, data analysis, and reporting on the findings. Worked in a number of disciplines for experts in their field within the School, including:

Entrepreneurship – developing an understanding and measurement of entrepreneurial networks.

Manufacturing – undertaking a survey of British Manufacturing Industry which identified changes in practice over a ten year period.

Marketing – working with people in the Marketing faculty in pioneering a research culture within the School as well as developing statistical programmes to assist in marketing research.

EDUCATION AND QUALIFICATIONS

2001 PhD in Management – Cranfield School of Management“A benchmark study and analytical framework, applying demography theory to research in NHS Trusts' top management teams in times of change”. The thesis was based on the views of business and medical managers within NHS Trusts across the UK.

1982 –1985

BSc (hons) in Geography and Statistics – University of HullA joint degree that specialised in social geography and the use of statistics.

1981 –1982

BEC/TEC in Computing – Mander College, BedfordA qualification in computing awarded by the National Computing Centre.

RECENT ARTICLES, REPORTS AND RELEVANT PUBLICATIONS1. Moorcroft, S. & Myers, A. (2015). Evaluation of the Public Library Universal

Information Offer Workforce Development Programme: Supporting digital access to information and services. Society of Chief Librarians.

2. Heidrick & Struggles (2014). Foundations and building blocks for high performing boards: Asia Pacific corporate governance report. Heidrick & Struggles, Sydney.

3. Heidrick & Struggles (2014). Towards dynamic governance: European corporate governance report. Heidrick & Struggles, London.

4. Oke, A., Walumbwa, F. & Myers, A. (2012) Innovation strategy, human resource policy, and firms’ revenue growth: the roles of environmental uncertainty and innovation performance. Decision Sciences. 43 (2) 273-302.

5. Daniel, E., Myers, A. & Dixon, K. (2012) Adoption rationales of new management practices. Journal of Business Research. 65 (3) 371-380.

6. Moorcroft, S. & Myers, A. (2012). An evaluation of two volunteer driver health appointment schemes in County Durham. County Durham NHS Primary Care Trust.

7. Myers, A. (2012). The mosaic workshop, Colmworth: Training leading to employment – creating job opportunities for adults with learning difficulties or autism. The Bromham Millers CIC Ltd.

8. Dauvilliers, Y., Myers, A., Plazzi, G., Shneerson, J., Bayard, S. & Diego, G-B. (2011) High pain frequency in narcolepsy with cataplexy. Sleep Medicine. 12 (6) 572-577.

9. Humphries, L., Costello, F. & Myers, A. (2011). Social Return on Investment (SROI) report for the Bromham Millers: Development of arts and crafts business community. The Bromham Millers CIC Ltd.

10. Allen, R., Stillman, P. & Myers, A. (2010) Physician-diagnosed restless legs syndrome in a large sample of primary medical care patients in Western Europe: prevalence and characteristics. Sleep Medicine. 11 (1) 31-37.

11. Horwitz, A., Kakabadse, A., Korac-Kakabadse, N. & Myers, A. (2010). The leadership deficit of the chair of the board. British Academy of Management Annual Conference 2010, University of Sheffield.

12. Kakabadse, A., Korac-Kakabadse, N. & Myers, A. (2009). Boards, governance and leadership of the third sector: A Scotland study. Association of Chief Officers of Scottish Voluntary Organisations.