Enterprise Transformation
Translate strategic priorities into a governed transformation agenda with clear outcomes, sequencing, ownership and intervention points.
I work across business, operations, finance and technology to establish what genuinely needs to change, what dependencies sit underneath it and how delivery should be structured around the intended enterprise outcome.
Typical focus: transformation strategy · portfolio design · sequencing · governance · benefit ownership · executive decision-making
AI & Automation
Move AI from experimentation into controlled operational use.
I assess where AI and automation have a credible business case, what work they change, what technology and data they depend on, what they will cost to operate and how improvement will be evidenced. This includes operating-model design, use-case prioritisation, AI governance, productionisation, decision support and automation.
Typical focus: AI operating models · use-case economics · automation · productionisation · governance · assurance · AI-enabled decision support
Operating Model Design
Clarify who owns what, where decisions sit and how services, people, suppliers and technology work together.
I redesign operating models where responsibilities have become fragmented, service boundaries are unclear or accountability no longer reflects how the organisation actually operates. The output is not simply an organisation chart. It is a clearer model for ownership, performance and decision-making.
Typical focus: service ownership · decision rights · organisational design · supplier boundaries · accountability · operating governance
Cost, Consumption & Value
Understand what is creating cost before deciding where to remove it.
I connect business demand to service consumption, capacity, technology and cost-to-serve. This allows leadership to distinguish structural cost from cost created by behaviour, duplication, operating-model design or technology choices. That produces better decisions than treating cost reduction as a budget-cutting exercise.
Typical focus: demand · consumption · capacity · cost-to-serve · allocation · TBM · cost optimisation · value realisation
Technology & Platform Transformation
Make technology decisions in the context of business capability, economics and operating-model fit.
I work across major platforms, ERP, digital products, infrastructure and application portfolios to determine what should be retained, changed, consolidated, migrated or exited. The emphasis is on the operational and economic consequence of the technology decision, not the technology decision in isolation.
Typical focus: ERP · platform transformation · application rationalisation · migration · integration · technical debt · enterprise architecture
Portfolio & Investment Governance
Make explicit choices where demand exceeds available capacity or investment.
I establish a portfolio view that connects strategy, expected benefit, delivery capacity, cost, risk and ownership so leadership can decide what should proceed, what should wait and what should stop. This turns prioritisation into an enterprise decision rather than a competition between sponsors.
Typical focus: portfolio governance · investment cases · prioritisation · capacity · benefits · executive reporting · intervention triggers
M&A Integration
Convert transaction logic into executable integration decisions.
I work across operating models, technology, services, suppliers, platforms and cost to identify what should be integrated, what should remain separate and where duplication can genuinely be removed. The focus is on value capture without creating avoidable operational risk.
Typical focus: post-merger integration · TSA exit · platform consolidation · duplicated cost · supplier rationalisation · operating-model integration
Programme Recovery & Execution
Identify why a major programme is losing control and reset the conditions required for delivery.
I look beyond status reporting to the real causes of deterioration: unresolved dependencies, weak ownership, unrealistic sequencing, poor benefit logic or decisions that have not been made. Recovery starts with establishing what is actually failing and who must make the decision to correct it.
Typical focus: programme recovery · governance reset · dependency management · migration · cutover · delivery assurance · benefit recovery
Commercial & Service Economics
Connect service design to pricing, margin, demand and delivery cost.
I work where service portfolios, pricing or supplier structures no longer reflect the economics of delivery. This includes reviewing what the organisation sells, how it is consumed, what it costs to provide and whether the commercial model remains viable.
Typical focus: pricing · margin · service portfolio · cost-to-serve · supplier economics · proposition design · commercial governance
Risk, Resilience & Governance
Make control ownership explicit and ensure governance changes how the organisation operates.
I work across operational resilience, technology risk, regulatory readiness and executive governance to identify what control is required, who owns it and how evidence will demonstrate that the control is working. The focus is practical implementation rather than framework compliance in isolation.
Typical focus: operational resilience · DORA · NIS2 · ISO 27001 · technology risk · control ownership · evidence · executive governance