I was working with a large global organisation which was implementing a Business Intelligence solution. My role was Deployment Lead which was basically a change management role for the programme impacting just over 100 global offices.
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...
90% Marketing Budget Cut with No Loss in Volume
A hyper-growth tech-enabled tourism platform had significantly increased its digital marketing spend with no corresponding lift in bookings. This massive, inefficient capital expenditure raised serious concerns about the performance of both the sales and marketing departments.
Achieving 50% Revenue Growth and 95% Complaint Reduction in 30 Days for 5-Star Hotel Bar
A flagship multilevel bar within a 5-star Australian hotel was a financial liability, having underperformed for years. The culture was punitive, staff were demoralized and fearful, and metrics were poor. Leadership was prepared to close the venue if its reputation decline could not be immediately reversed.
Overhauling Ancillary Revenue at European Resort to Achieve Record Guest Spend
An iconic 300+ bed college-age social resort in Europe was underperforming in key ancillary revenue streams (tours, events) and facing a falling reputation. The existing model suffered from guest decision paralysis due to too much choice, leading to low participation and fractured groups.
Full-Scale Operational & Financial Turnaround
A 120-bed beachside social resort in Asia had strong potential but was underperforming financially and operationally. Competitors were engaged in a destructive price war, driving market rates below breakeven. The main ask was to execute a full-scale transformation to stabilize the asset and achieve sustainable market dominance.
One GTM, One Team: Aligning Ads & SaaS to Unlock $50M ARR
Situation: After Tink Labs (hi.com), a SoftBank-backed company, acquired LUXOS, the ad sales and hospitality/B2B SaaS teams operated on different motions. They used conflicting ICPs, overlapping territories, and separate KPIs—so campaigns weren’t targeting the same premium traveler audience. The result: ad revenue was underperforming and B2B SaaS ARR was low, with little cross-sell or repeatability.
Assemble Your AI Squad – Empowering Jobseekers with Digital Confidence
Mid-career professionals at the M3 Job Club were facing an overwhelming job market shaped by AI and digital change. Many attendees felt behind on tools, unsure how to frame their experience in this new landscape, and lacked clarity around how to integrate AI strategically into their job search or career planning.
Executive Alignment Through Coaching in a Transforming Organisation
During a critical phase of digital transformation, friction emerged between two senior executives, one leading technology and the other responsible for commercial and brand strategy. While both were aligned on outcomes, they approached delivery and prioritisation from different perspectives. Misalignment risked slowing progress on member facing initiatives and diluting leadership clarity.
Realigning People and Platform for Cloud Transformation
Delivery leadership needed to transition client implementation teams from on-site installs to remote SaaS onboarding as the platform and pricing model shifted from on-premise to cloud. The organisation was modernising its regulated payment solution, (cheques, BACS, FasterPayments), and move from professional services led install model to a SaaS subscription offering. Engineers structured for site based...
