Advisory
I am periodically available for advisory and interim leadership engagements. Not advice from a distance: ownership of the outcome until the change is embedded and the organisation can sustain it on its own.
Engagement formats
Fractional Head of IT and Operations Technology
Senior technology leadership as an external, part-time engagement, for organisations that need CIO-level accountability without a full-time hire. An active operational role with defined scope, decision-making authority and accountability for outcomes, through to a structured handover to a permanent hire.
Right for: Manufacturing and industrial organisations without a senior technology leader, companies preparing for or recovering from a major transformation, and private equity portfolio companies that need operational technology capability quickly.
Programme and project leadership
Leadership of complex business and technology programmes, including ERP programme management and multi-site rollouts, from initiation through post-delivery stabilisation.
Right for: Multi-year transformations, ERP and MES implementations, M&A technology integrations.
Implementation and stabilisation
From requirements and vendor selection through delivery, go-live governance and hypercare, until the system is operationally stable and the business runs on it.
Right for: Organisations implementing or replacing a business-critical system, particularly under pressure to go live before they are ready.
Process improvement and adoption
Mapping how the organisation actually works, redesigning processes with the team, and bringing the people most affected through the change until the new way of working is the default.
Right for: Organisations whose processes are not keeping pace with growth, or whose previous change efforts did not land.
Who I work with
Growing organisations
Scaling quickly, with processes that worked at 50 people breaking at 200. They need structured operational technology, the right systems, and a team that will actually adopt them.
Enterprise organisations
The budget, platforms and teams exist, but something is not connecting. Adoption is inconsistent, governance is unclear, and transformation programmes run without adequate control.
Typical engagement
Engagements range from a focused four-week process review to a multi-year programme leadership role, remote or on site as the situation requires. Most involve elements of several formats.
If I am not the right person for the challenge, I will say so. That conversation is better early than six months into an engagement.