Three ways I can help

Interim Operational Leadership

A steady pair of hands in the seat, from week one.

Stepping into an operational leadership role at short notice to hold the line, lift performance and hand over a stronger function than the one I inherited.

• Cover for a vacancy or gap at senior leadership and executive level
• Rapid diagnostic of performance, people, process and risk in the first 30 days
• Day-to-day ownership of service delivery, budgets and operational KPIs
• Turnaround of underperforming functions and rebuilding management rhythm
• Structured handover and succession planning for the permanent appointment

Change & Transformation

Programmes that finish, and changes that hold.

Designing and leading transformation from strategy through to embedded, day-to-day reality — including the unglamorous work of making people want the new way of working.

• Target Operating Model design, business architecture and organisational redesign
• Programme and portfolio leadership, including recovery of stalled programmes
• Process re-engineering, cost reduction and efficiency programmes
• Executive stakeholder engagement, governance and business cases
• Benefits realisation tracking and post-implementation review

Product & Technology Design, Delivery and Implementation

Systems that land, get used, and pay back.

Owning the product and technology agenda from business design and vendor selection through to go-live, adoption and business-as-usual.

• Product ownership and digital, product-led transformation
• Microsoft Dynamics business design and agile delivery
• Solution and integration design aligned to the operating model
• Vendor selection, procurement and commercial management
• Data migration, cutover planning, go-live, adoption and hypercare