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...
Panda Retail – Business Transformation Programme
Panda Retail, part of the Savola Group, was embarking on a large-scale $150-million business transformation. They needed to migrate their on-premise merchandise operations into a modern multi-cloud architecture spanning supply chain fulfilment, planning and forecasting, store operations, and a new data and analytics ecosystem using Oracle, Relex, JDA, AWS and Azure.
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...
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,...
