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SABIC, Riyadh, Saudi Arabia Reporting to the VP for the Local Content and Business Development Unit at the centre of SABIC’s drive to initiate, develop and embed the company’s Local Content strategy, both upstream and downstream, in full alignment with the Kingdom of Saudi Arabia’s Vision 2030 Spanning both internal and external stakeholders, providing...
A former colleague identified that there was an opportunity for a business offering B2B SaaS and associated services within the Supply Chain space, so three of us decided to found a company to address this opportunity.
This story applies to three organisations, all relatively early stage tech businesses (revenues up to about £3-£4m). In both cases the CEO had determined that in order to scale the businesses they need to professionalise and scale their tech teams. In general morale was relatively low, projects were not being delivered, priorities were not fully...
The business’s existing SaaS suite was not able to handle a particular type of use case well. This meant that revenue opportunities were being missed. The challenge was to find a way to create a new product that would enable the business to monetise this use case.
The group operating in the O&G subsea service across UK, Norway and Singapore, showed a dangerous lack of coordination between HQ and subsidiaries in managing leads and Bids participation, often with the same existing or new clients as a group but with diverse legal entities. The same machinery and tools used across the group presented...
A leading international Asset Management company with offices across 32 geographic locations accumulated several “master data” sources independently maintained by different business domains. This resulted in a large overhead on maintenance either manually or through multiple development teams. Any changes to the data in these “master data” sources required 48 hours to make, review, amend...
Operation Director and Managing directors of Business Units needed to improve demand planning, stock allocation, and supply chain efficiencies across the business. Initially, the client legacy operating model was focused on manufacturing in the far east with distribution model to bring products to markets via kiosks and retailers in different countries in Europe and the...
Board members and key Business stakeholders had a critical need to bring together data from myriad of external partners to then identity trends, patterns and insight and ultimately enable the business to make data-led decisions. This would replace opinion-led approach of which was ingrained in business legacy practices Most of the data was generated and...
Close Brothers are one of the UK’s leading merchant banks. They had invested significantly in technology but were unable to implant solutions that had been built as they were not fit for purpose and as a result of this their confidence in their ability to fully digitise their business and safeguard their future as the...
The customer is responsible for all of the IT and cyber security strategy within their scale-up organisation. Within the constraints of budget they need to make the best possible decisions due to limited resource, and because some of the choices made at this stage will be foundational to the future of their company.