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...
Mastering Strategic Skills While Consulting Full-Time and Coordinating 4 International Exams
After a successful career built on hands-on operational leadership, a ceiling was encountered in accessing senior executive value creation roles due to a lack of formal, advanced strategic and financial credentials.
De-Risking Market Entry in 30 Days by Bypassing Bureaucracy for Legal Clarity
A hyper-growth tech platform needed to expand into a new international market, but its business model existed in a legally ambiguous “grey area.” Remote attempts to gain regulatory clarity had failed, meaning proceeding with the launch carried the risk of a catastrophic, costly failure.
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.
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.
Transforming a Critical CRM Project from Chaos to Clarity
When I was part of the Global Transformation Team at Kantar, I was asked to take over project management for our CRM and CPQ platform. The product hadn’t had a dedicated project manager for over a year, and the previous product manager had been removed due to performance concerns. There was no clear sponsor, and...
Change That Sticks: Building Ownership and Driving Results with ADKAR
As a Programme Manager for the EMEA region at Kantar, I was tasked with leading a major initiative aimed at improving operational performance. The goal was to increase the conversion metric from 29% to 36% across the region by improving delivery processes, embedding new behaviours using the ADKAR change management framework. It required cross-regional collaboration,...
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.
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...
Global PMO Implementation
VP needed a scalable delivery framework to support global SaaS growth and ensure consistency across client implementations. The sales pipeline was expanding rapidly but the delivery operations lacked unified oversight, with inconsistent practices across regions and limited capacity to sale efficiently.
