Meet Critical Input Senior Consultant James Brown

Critical Input Senior Consultant James Brown is an accomplished and goal-driven manager with more than 20 years' experience in strategic and tactical business leadership. Based in West Australia, James’ expertise includes managing business process change to achieve maximum results with effective planning and communication as well as a solutions-oriented approach to organisational challenges. Armed with a Bachelor of Commerce and an MBA, James specialises in transformation and capability uplift, particularly within the context of supply chain and procurement in heavy industry.

What led you into this type of work?

After originally consulting in the Enterprise Resource Planning (ERP) space, I realised that my passion lay in the business process and strategy end that led to the technical implementation. So, it was a natural transition into management consulting.

What do you bring to Critical Input that’s unique and beneficial to clients?

My experience in large scale transformations, particularly with frontline operators, brings a “boots on the ground” approach to many of our clients in heavy industry.

Do you have a particular career highlight?

I was one of the lead negotiators for the local content element for the largest procurement of rolling stock worldwide. The deal itself was signed by both the South African and French presidents as a milestone business agreement and led to the employment and skills development for thousands of South Africans. It demonstrated that there are always opportunities to do better, we just have to identify them.

Describe a typical day at Critical Input…

As part of the team assisting in expanding our footprint within Western Australia, my day is developing contacts and creating awareness of our value proposition – so it’s all about phone calls and meetings.

Is there a particular type of work that you enjoy the most?

I particularly enjoy the hands-on capability upliftment of people within supply chain, but, I can’t escape my technology roots and the joy I get when we can develop a robust strategy that includes technology pathways like RPA or Blockchain.

What are some of the most common mistakes you see clients make when it comes to people and processes?

The most common mistake I see is when clients try to force a technology solution for the sake of having a technology solution. Many times, it’s a simple change of mindset that gets things done faster and more efficiently.

How do you know when you’ve done a good job or when a project has been a success?

When I walk off a client site, and I’ve already seen some of the changes being initiated - it’s a great feeling. In one case I remember them starting the construction on a new procurement building to house the suggested new team!

If there was one thing you could change about the world, what would it be?

Trust. From international trust to individual trust. The world has become too cynical, and we do not trust one another to do the right thing enough.

What’s a fun fact about you?

My name is James Brown, what else do I have to say?

About Critical Input

Founded in 2005, Critical Input is a consultancy service offering process improvement and supply chain and project-management activities. It works in sectors from water and energy to mining and heavy industry. At the centre of everything are three principals: Process, because, without process, there is no destination; people, because without buy-in, there is no evolution; and principles – because integrity is everything. Critical Input’s Managing Director Tim Griffiths has handpicked a team that can provide the right resources, the right skill set and the right mindset. Each one is senior in their experience, so they can hit the ground running on clients’ projects. Critical Input takes a simple approach to allow organisational enablers – both people and processes – to improve activities. We see that as critical – hence the business name.

https://www.criticalinput.com.au/

“The name ‘Critical Input’ was inspired by the projects I was working on before forming the company. I’d name those projects ‘critical inputs’ to the business because I was managing, say, a mining activity’s major ‘critical inputs’ – power, water, fuel, tyres. So, the activities we look at around people and process and putting those together, within the supply chain and project management technical activities, form the critical inputs.” -Tim Griffiths