Gene Commerce, an eCommerce agency, needed to restore profitable growth. The business was stagnating, with a net profit margin of 0%, and needed stronger commercial discipline, delivery control and leadership accountability.
Neos Networks: digital transformation supporting £2.5m+ in revenue
Neos Networks, a B2B infrastructure business, needed to modernise its digital buying journey. Pricing and ordering involved manual workflows, and the transformation required marketing, sales, digital experience and technology delivery to work together.
Ride Shotgun: reducing production time and cost by up to 60%
Ride Shotgun, an integrated creative and production agency, needed a clearer operating model across creative, production and engineering. The challenge was to improve everyday delivery while turning AI opportunities into practical, scalable production capability.
WPP/Hogarth: AI-enabled content transformation, from months to days
Global content production needed to respond faster to demand while maintaining brand consistency. WPP/Hogarth was exploring how generative AI could shorten production cycles and become a practical part of creative delivery.
Global Automotive Technology Turnaround
A global automotive connectivity business operating across 12 countries was under significant financial and operational pressure, with high debt, weak working capital, labour unrest and an impaired commercial pipeline. The shareholders required experienced CEO leadership to stabilise the business, restore performance and prepare it for a strategic outcome.
Scaling Technology Capability to Support Rapid International E-commerce Growth
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.
Scaling knowmalaria to a successful acquisition by Boots
I co-founded and led technology for knowmalaria, an online travel health and malaria prevention service, at a point where the business needed a scalable, compliant digital platform to grow beyond a single-clinic model.
Fractional Director of Service Operations – Technology Leadership
I joined a rapidly growing international organisation that was experiencing challenges around operational consistency, governance, and alignment between technology teams and business objectives. The technology function consisted of approximately 130 colleagues across service operations, architecture, cyber security, and engineering. There was a need to establish a clearer operating model, improve decision-making, and create greater accountability...
Major Outsourcing Digital Transformation
Situation I was Head of Service Management within a large financial services organisation undergoing a significant technology transformation. The business wanted to modernise its IT operating model, improve service quality, and reduce costs across a £30 million IT budget. This involved a complex outsourcing programme affecting multiple suppliers, internal teams, and business-critical services across several...
DLG Modernises Workplace and Relocates HQ in Multi‑Site Transformation Programme
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.
