Prettylittlething was experiencing rapid e-commerce and international growth, creating significant demands on its technology platforms, delivery capability, warehouse operations and organisation. Technology needed to scale quickly while retaining the pace and entrepreneurial culture that had supported the company’s growth.
Transforming and Simplifying Technology Across a Multi-Brand Retail Group
A major multi-brand e-commerce group had a fragmented technology estate with brands operating separate platforms, systems and technology teams. The business needed to radically simplify its technology landscape and operating model while materially reducing its cost base and maintaining business critical operations across £bn scale e-commerce.
Technology Strategy & Cost Optimisation Review for PE Backed Retailer
A PE backed UK retailer needed an independent assessment of its technology estate, operating model and cost base. The executive team wanted clarity on whether to optimise the existing landscape or pursue more significant transformation, while identifying opportunities to reduce technology spend and improve business capability.
United two clashing teams, implemented CRM and stabilised a stressed digital care function
At Lush, two separate departments with very different microcultures had been merged to form a new digital customer care team. On paper they were “one team”; in reality they were under-resourced, overrun with emails and calls, and still acting like two separate groups. They were working out of a shared Gmail inbox, with no proper...
Automated 60% of enquiries, hit 4.8 Trustpilot & unlocked ~£300k in shipping savings
At a global e-commerce retailer, the customer operation was heavily reliant on temporary staff during peak periods, which was expensive and slow due to time-to-competence. As a global brand with a large customer base in Germany, communication was also clunky – agents were manually copying and pasting into Google Translate to respond. The company had...
Berry Bros. and Rudd: Creating Momentum Early in a Strategic Programme
Berry Bros. & Rudd—one of the UK’s oldest and most respected wine merchants—had just kicked off a major e-commerce and CRM transformation programme, integral to their 5-year growth strategy to double EBITDA to £18m. I was brought in as Delivery Director at the early inception stage to provide leadership across delivery assurance, stakeholder alignment, and...
Panda Retail – Business Transformation Programme
Panda Retail, part of the Savola Group, was embarking on a large-scale $150-million business transformation. They needed to migrate their on-premise merchandise operations into a modern multi-cloud architecture spanning supply chain fulfilment, planning and forecasting, store operations, and a new data and analytics ecosystem using Oracle, Relex, JDA, AWS and Azure.
Waitrose – Business Transformation Programme
Waitrose transformation programme had stalled, the incumbent transformation part, who lead the programme from inception to up the first transition phase had loss the confidence of the client. The programme was over budget and gone way past its original timeframe. Capgemini had already been awarded the operations support contract and through this initial engagement won...
Improving European-wide consumer electronics goods end-to-end supply chain daily deployments – using advanced planning scheduling
PHILIPS Consumer Electronic required an experience advanced planning & scheduling (APS) business solutions consultant in Eindhoven, Netherlands. In particular, expertise was required in supply chain planning and scheduling within the European Programme (Solution Competence centre FILOCITY). The FILOCITY programme was recognised with the implementation depth and breadth winner award at the i2 Technologies User Group...
New Operating Model Solution Architecture – FTSE100 electronics & electricals retailer – cost efficiency during financial challenges
He provided solution architecture services for the change programme to achieve a New Operating Model (NOM) for Dixons Stores Group International (DSGi). The assignment was integral to translating business requirements and strategies into functional solution requirements for supply chain improvements. DSGi implemented significant changes to its supply chain and distribution network, aiming to enhance operational...
