A large UK council had a highly fragmented catering and events operation across parks, civic venues, and museums. Delivery was split between in-house teams and multiple external suppliers, many operating under outdated or non-compliant arrangements. This created operational inefficiency, commercial leakage, and increasing legal and compliance risk. Senior leadership and political sponsors mandated a shift...
Managed resistance to change and adoption of new system to increase data visibility and productivity
Situation: When I joined, Zoho had already been purchased for client support, but the team were still managing onboarding and support queries for four brands through Outlook. There was no meaningful reporting and no visibility of what clients were contacting about or workload distribution. The team were also doubling their work — replying in Outlook,...
Scaling Change Maturity and Adoption at NEOM
NEOM was undergoing a large-scale transformation spanning 11 business units, each at a different level of change maturity. There was no consistent framework or shared methodology for managing transformation, leading to fragmented execution and slow adoption.
Reduction in Call Centre ACW to Reduce Churn & Reduce Costs
Situation: When I stepped into the Ops/Transformation Director role, client complaints were rising and churn was high – especially within a key client cohort. I quickly identified the root cause: excessive After Call Work. Because we were billed per minute, ACW was inflating client bills and damaging trust. A lot of that wrap time wasn’t...
Cigna: Navigating Global Pushback on Programme Governance
At Cigna, I was brought in as an Associate Director via Deloitte to design and implement a global programme governance framework. The initiative was a multi-year, $100m+ transformation aiming to consolidate Cigna’s disparate platforms into a single digital system spanning the US, Europe, and Asia-Pacific. The challenge? Different regions were already working with their preferred...
ITV: Shifting Mindsets in a Creative Culture
At ITV, I was brought in to lead the design and implementation of a group-wide digital-first transformation strategy. The goal was to modernise operations and shift toward an agile, product-led operating model across multiple business units—ranging from traditional broadcast to digital content, commercial, and tech. The challenge was clear: while leadership supported the strategy, many...
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...
The People’s Pension: Building Trust Early in a Digital Transformation
I was engaged as Programme Director at The People’s Pension at the very start of a company-wide digital transformation. The goal was to modernise the organisation’s entire digital offering—introducing new retirement products, improving member experience, and enabling agile ways of working across a very traditional, compliance-heavy environment. While there was strong board support and clear...
HSBC: Building Consensus in a Global Cloud Deployment
At HSBC, I was leading the deployment strategy for a new suite of AWS-hosted digital platforms, designed to improve resilience and speed up product delivery across multiple global markets—Americas, Europe, Asia, and the UK. It was a major shift from legacy infrastructure—technically and culturally. While group leadership was pushing for speed and innovation, regional CIOs...
Harrods Bank Regulatory Turnaround
I was brought in as Transformation Director and acting COO at Harrods Bank during a full-blown regulatory crisis. The FCA had effectively frozen new business activity due to major compliance gaps, and confidence internally was fractured. The change programme meant to address the issues was floundering—too slow, poorly scoped, and lacking leadership alignment
