Migration, Separation & Cutover Leadership
Practical leadership of complex technology migrations and separations, coordinating dependencies, readiness and cutover through to operational handover.
Discovery, Planning & Delivery Assurance
Practical discovery and programme reviews to test assumptions, identify delivery gaps and establish a credible route forward.
Technology Programme & Transformation Leadership
Interim and fractional leadership to turn complex technology change into credible plans, coordinated delivery and controlled operational transition.
Separating a business-critical supply chain application while preserving trading integration
Following a major divestment, a pharmaceutical distribution business needed to separate a complex enterprise application supporting ordering and supply chain operations shared with a retail pharmacy business. The trading relationship would continue after separation: the distributor would still supply pharmaceutical orders to the retailer. Existing internal integration points therefore needed to become external business-to-business interfaces,...
Meeting a fixed site exit deadline through a two-stage data centre migration
A pharmaceutical distribution business needed to vacate a building housing both its data centre and supply chain operations because the owner was ending the lease. The operational relocation and technology migration depended on the same local technical, business and operational teams. It became clear that the original approach could not complete both moves by the...
From ERP Selection to Enterprise Reset: Architecting a £180M Pharma’s Digital Foundation
A global speciality pharma in rare disease (£180M turnover) had committed to an ERP transformation programme and the CFO appointed me to lead the build-buy decision. The organisation was operating through a complex contract-led manufacturing and 3PL distribution network, with disconnected spreadsheets serving as the primary mechanism for stock visibility, supplier performance tracking and demand...
Laboratory startup and operations
The Client was instructed by the DHSC to create a new high capacity, high throughput qPCR diagnostics laboratory as part of the national response to the Covid pandemic. We were assigned to head the PMO for the startup new laboratory build structuring delivery across Estates, Logistics, Systems, People, Clinical. Deloitte were onboard as prime service...
EST Change Framework
The EST Change framework highlights the need for 3 interdependent pillars for the establishment of sustainable change for any project relying on or impacting people i.e. engagement, solution and transition.
Establishing business case, benefits realisation and project governance
Product Director needed help to provide strategic and operational business decision support, ensuring that the future product roadmap was both strategically aligned and delivered benefits realisation internally and to customers, building a competitive moat and commercial revenue. There was a lack of strategic focus, evidence and objective based innovation Solution development was driven by personal...
