Situation Direct Line Group needed to move from a fragmented, outdated Bromley HQ to a modern, experience‑led London environment. The existing workplace, technology estate and governance processes were no longer fit for purpose, and the business wanted to re‑energise colleagues post‑COVID while improving leadership visibility and collaboration.
D365 CRM and Business Central ERP Transformation – Manufacturing Digital Transformation
Manufacturing company running entirely on spreadsheet-based operations – no Bill of Materials, manual data entry across Finance, Sales, Purchasing, Production and Warehousing. No integrated ERP or CRM system. Business needed full digital transformation to compete effectively, improve data accuracy, reduce manual effort and enable AI-driven sales capability. Legacy systems included Access databases, Dimensions Finance and...
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...
Yorkshire GP practice needed to improve efficiency to cope with demand
Case Study: Reducing Avoidable Demand in a Yorkshire GP Practice Parkes Business Services has recently worked with a GP surgery in Yorkshire that was struggling to manage day-to-day demand. Pressure on the phone system had led to a high number of lost calls—patients abandoning calls after long waits. This created frustration for patients, damaged the practice’s...
Culture Shift – Aligning Performance, Leadership, and Wellbeing
A law firm partnership was experiencing high performance but rising pressure on wellbeing, with inconsistent leadership behaviours affecting culture and sustainability. I was introduced via a senior partner who had attended a leadership session I delivered and saw relevance to the firm’s challenges.
Leadership at Scale – from Fragmented to Systemic
A growing organisation had multiple leadership initiatives in place, but no coherent approach, resulting in inconsistent leadership quality and limited organisational impact. I was engaged by the HR Director, supported by the CEO, following a review of leadership effectiveness and capability gaps across the business.
Board Effectiveness – from Governance to Collective Leadership
A Board of a multi-entity organisation was operating with strong individual capability but limited collective alignment, impacting decision quality and strategic momentum. I was engaged by the Chair following a recommendation from a NED who had experienced my work in another board setting.
CEO Leadership – from Insight to Impact
A UK-based mid-market services firm was experiencing strong growth but inconsistent execution, with pressure on the CEO’s leadership style creating friction at senior level. The CEO was introduced to me via their Chair following a board discussion on leadership effectiveness and organisational alignment.
Improving profitability and effectiveness in Professional Services
The Professional Services (consulting) organisation of the client had grown through acquisition and while it was functioning okay there were several issues: Project over-runs were common, but many were being ‘absorbed’ by the business rather than being charged to the client – impacting overall profitability of the business. Project escalations to the Exec were a...
