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Oliver Luker is an operational leader with extensive financial, IT and change management experience. He has leveraged graduate & fast-track financial leadership programs in General Electric to successful independent consultancy and more recently to extensive business transformation and digitization in Nortel. His consistent emphasis on the importance of communication, information, and the creative method in resolution of complex process failures has delivered successful operational change management across a wide range of businesses and situations.

Daily managing the operational and commercial implications of Chapter 11 filing on a multi-billion dollar company has provided an opportunity further to hone and develop restructuring, direct and indirect influencing, and negotiating skills critical to effect extensive change alongside operational stability.

Work experience

Aug 2009Present

GM Transition Services

  • Establish Ongoing Transition Service Agreements (TSA) to Provide Requested Services to Multiple External Customers, With a Focus on the CDMA, Enterprise and LTE Business Units
  • Build and Continue to Manage Commercial Interface to Multiple External Entities
  • Manage Operational Expense Against Customer Expectations & Service Level Agreements (SLAs)
Mar 2009Jul 2009

Director, Global Inventory Management

  • Incorporate & Assure Effectiveness of Required Inventory Management Processes to Deliver Global Inventory Levels
  • Establish a Disciplined Company-Wide PSI (Production, Sales, Inventory) Process Including MTO/ATO/MTS Remix & Sales / PLM Forecast Accountability
  • Single, Standard Inventory Management Process Including Inventory Entitlement and Aggressive Draw-Down Target Management
  • Centralised Master Planning Process Leveraging Saleable Unit Statistical Demand Planning to Establish Structure for FG & Comp. ROP / ROQ
  • Functionally Align Product/Vendor/Customer Master Data Management to a Single Early Adopt Model – Eliminate Churn & NVA Creation
  • Deeply Embed a Demand Shaping Competency Allowing Proactive Commercialisation of On-Hand Non-Forecasted Inventory via Price & Service Bundling
Sep 2007Mar 2009

Director, Global Operations Digitization

  • Built and Led Global Team Focused On Inquiry, Order, Fulfillment & Remittance Processes … Responsible For All Operational IT Investment & Project Delivery Across 150+ Countries
  • Redesigned Complex Engineered Order Flow for Maximum Efficiency and Business Wide Gain, Eliminating 40+ Legacy Toolsets and Standardising Project Management & Revenue Recognition
  • Implemented Industry Best Practice Materials Planning Toolset (SAP APO) Driving Multi-Million Dollar Reductions in Carrying Cost, E&O Creation and Process Inefficiencies
  • Drove Process Centralization & Standardization … Delivered Bookable Operational Productivity Across The Deliver, Deploy & Support Solutions Processes 
  • Focused on Significant Customer Attainment Improvement Via Process Standardization & Governance ... Partnered with Key Customer Teams to Deliver Specific Operational Enablers
  • Created A Robust, Flexible Nortel-Wide Business Intelligence Structure Enabling a Global Operations Analytic Competency
Feb 2004Aug 2007

MBB / Six Sigma Consultant

  • UK Based European HQ for Global Oil Business : US HQ For Global Telecoms Company
  • Key Resource on Order-Cycle Projects in Iberian Region Bringing Significant Cashflow Benefits for 2005-2008 … Responsible for Aligning 10 Core Projects With Quality Methodology
  • Drove Change in Performance Management Through Metric Redesign & Insistence on Validation
  • Accelerated Purchasing-Cycle Projects Through Initial Learning-Curve & Provided Support for Projects Across Germany, Spain & UK in 20+ Locations Delivering Substantial Cost Reduction Opportunity
  • Grew Third-Party Role Through 12 Months into Central Point of Contact for Most Impactful Projects … Emphasized Strategic Importance of Communication & Financial Support in Project Delivery
  • Mentored 20+ GB / BB Projects to Solution Implementation … Ongoing Work Through Statistical Evaluation
  • Eliminated Progress Roadblocks for Call Route Pricing Through Extensive Business Interview & Deep-Dive Trending Analysis
Jan 2003Feb 2004

Six Sigma Leader (MBB)

General Electric
  • European HQ of Electrical Components & Equipment Business (700MM/yr, 4000 Employees, 20 Sites)
  • Responsible for Service Performance & Cross-European Execution Leveraging Six Sigma Methodology to Reduce Order Fulfilment Cycle Times Across all Businesses
  • Designed & Validated Metrics Focusing on Complete Demand; Engineered Paradigm Shift In Service; Business Impact Ensured Operationally Effective Stock Levels & Facilitated Inventory Management While Growing Service. Critical Indicators Showed 20%+ Impact Over Year
  • Designed Operational Service Strategy With Business Leadership Team; Used to Manage Resource Allocation / Engagement Across Europe
  • Led Cross-Functional Service Execution Team of 12 Members Across 5 Plants (Hungary, Poland, Spain, Portugal, Germany)
  • Trained, Coached & Mentored Black Belts Across Europe in the Implementation of 10+ Projects
May 2001Feb 2003

Corporate Audit Staff

General Electric
  • Global HQ of Diversified Technology / Services Company ($130BN+ /yr, 315K Employees)
  • Strategic Consultancy to Top Level Executives in Areas of Finance, Operations, Controllership & Organisation - Consistently Highlighting Financial / Operational Linkage
  • GE Medical Systems (Milwaukee, USA); GE Power Controls (Barcelona, Spain); GE Capital (USA); GE Consumer Finance (Edinburgh / London); GE Plastics (BOZ, Netherlands)
  • Reviewed $1.8BN Revenue Across 6 Months for Compliance With Relevant Accounting Literature
  • Partnered With Client to Unravel Complex Joint Venture & Equity Accounting - Identified & Redesigned Management Controls Aligned to Suggested Changes
  • Led Team of 4 to Design & Implement Terrorism-Related Risk Abatement & Crisis Management (People / Assets / Data) Strategy in 12 Sites Across US
  • Scoped Out Performance Targets & Developed Management Controls to Assist Strategic Managerial Divestiture or Restructuring Decisions
Jan 1999Apr 2001

Information Technology

General Electric
  • European HQ of GE Lighting ($500MM/yr, 5000 Employees, 15 Sites)
  • Various Roles Including 2 Year Information Management Leadership Program (IMLP)
  • Developed Business Partnership Model to Web Enable Key Customers, Leveraging GE Expertise to Provide Online Sales Tools & Web Presence for Distributors in Exchange for Incremental Sales
  • Led Distributed Team of 6 (Budapest / London / India ) to Develop Intelligent Pricing Tool Allowing High Speed Field-Based Decision Making Ensuring Margin Control & Customer Satisfaction
  • Worked With Broad Cross-Functional Team to Develop Solution for Key Operational Issue of Product Code Changes Affecting Customer Satisfaction


Sep 1995Jul 1998



Foreign Languages
Spanish (Fluent), French (Fluent), German (Basic), Arabic (Beginner)