End-to-end ownership,
from strategy to steady state.
Not advisory from a distance. I take ownership of the outcome and remain engaged until the change is embedded.
Process improvement & operational design
I map how your organisation actually operates today, identify where complexity and inefficiency have accumulated over time, and redesign processes that are simpler, more consistent, and built to scale. The output is not a presentation. It is a working process that your team can follow the day I leave.
Discuss your situationTypical deliverables
- Current state process mapping — how things work, not how they are supposed to work
- Gap analysis identifying waste, duplication, and structural complexity
- Redesigned processes co-developed with your operational team
- Documentation that people can actually use
- KPI framework to measure improvement over time
Right for: Organisations that are scaling and finding their processes are not keeping pace. Companies preparing for a technology implementation where clean processes are a prerequisite.
Technology implementation & stabilisation
From requirements and vendor selection through delivery, go-live governance, and the critical hypercare period. Most implementations go wrong in the period immediately after go-live. I design the stabilisation structure before the go-live happens and remain engaged until the system is genuinely embedded.
Discuss your situationTypical deliverables
- Requirements defined in business language, not technical specification
- Vendor evaluation and selection support
- Implementation governance and delivery oversight
- Integration and data readiness management
- Go-live governance and cutover planning
- Hypercare with defined exit criteria, not calendar dates
Right for: Any organisation implementing or replacing a business-critical system. Particularly relevant where previous implementations have underdelivered, or where there is pressure to go live before the organisation is genuinely ready.
Change management & adoption
Technology is adopted by people, not organisations. The most common reason implementations fail is not technical. It is that the people most affected were not brought along, the training happened once and then stopped, and nobody owned adoption after go-live. I address all three.
Discuss your situationTypical deliverables
- Stakeholder and impact assessment
- Role-specific training built around real operational scenarios
- Super-user and champion network design and preparation
- Adoption tracking and follow-through for the first three months
- Direct engagement with resistant individuals and teams
Right for: Any organisation undergoing a significant operational or technology change. Particularly relevant in manufacturing environments, regulated industries, and organisations with older workforces or previous change programmes that did not land.
Programme & project leadership
Structured leadership of complex business and technology programmes — including ERP programme management, business applications rollouts, and IT director-level oversight — from initiation through post-delivery stabilisation. I bring governance discipline, clear ownership models, and executive accountability that most programme management frameworks describe but few actually achieve.
Discuss your situationTypical deliverables
- Programme governance design: decision rights, steering structure, escalation paths
- Milestone planning and individual ownership accountability
- Stakeholder management across leadership, operations, and external parties
- Vendor and supplier performance management
- Executive reporting that reflects the real position
- Go-live governance and post-delivery hypercare
Right for: Business and technology programmes from £500K upwards. Particularly relevant for multi-year transformations, multi-site rollouts, ERP and MES implementations, and M&A technology integrations.
Fractional Head of IT & Operations Technology
Senior technology leadership as an external, part-time engagement. For organisations that require CIO-level accountability and executive judgement without a full-time hire. I take an active operational role with defined scope, decision-making authority, and accountability for outcomes.
Discuss your situationTypical deliverables
- Defined scope agreed at the start — which domains I own and which decisions I make
- Attendance at management and board-level meetings as required
- Vendor and supplier management on behalf of the organisation
- Technology roadmap ownership and executive reporting
- Structured handover to a permanent hire when the time is right
Right for: Manufacturing and industrial organisations without a senior technology leader. Companies preparing for or recovering from a major technology transformation. Private equity portfolio companies requiring rapid operational technology capability.
Not certain which of these fits your situation?
Most engagements involve elements of several. A direct conversation is the fastest way to establish what would actually help.
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