A Board of a multi-entity organisation was operating with strong individual capability but limited collective alignment, impacting decision quality and strategic momentum. I was engaged by the Chair following a recommendation from a NED who had experienced my work in another board setting.
STAR Stories Indi
CEO Leadership – from Insight to Impact
A UK-based mid-market services firm was experiencing strong growth but inconsistent execution, with pressure on the CEO’s leadership style creating friction at senior level. The CEO was introduced to me via their Chair following a board discussion on leadership effectiveness and organisational alignment.
Improving profitability and effectiveness in Professional Services
The Professional Services (consulting) organisation of the client had grown through acquisition and while it was functioning okay there were several issues: Project over-runs were common, but many were being ‘absorbed’ by the business rather than being charged to the client – impacting overall profitability of the business. Project escalations to the Exec were a...
Integrating 5 disparate businesses into a single effective business .
TiG had already grown by acquiring two Managed IT Services businesses. Then it acquired ThirdSpace, a specialist consulting business, specialising in Microsoft Identity and Security solutions and soon after Mobliciti, a mobile solutions and security and managed networks business. My challenge as Director of Integration was to integrate each of the underlying businesses into a...
Making Document and Data Classification work for an Independent Maritime Body that inspects ships and sets global safety standards
In an organisation of engineers – a long‑standing technical assurance organisation that applies rigorous standards, audits, and certification processes to complex, safety‑critical systems. This is an organisation that REALLY understands the concept of classification of ships, but did NOT have a concept of classification to denote the sensitivity of different document types and data. Information...
Sunbeams Play (children’s services charity)
Children’s services charity needed a fundable business plan to unlock grant income and stabilise long-term operations.
Appian User Application
At Barclays, control gap identification and risk reporting were fragmented across multiple systems and manual processes. This limited visibility for senior leadership and made it difficult to proactively manage operational and regulatory risk.
High-Impact Efficiency Gain
At Goldman Sachs, manual processes within trading desk operations were time-consuming and increased the risk of errors.
Complex Regulatory Program Delivery
Following post-2008 regulatory changes, Barclays needed to comply with multiple US and UK banking regulations, requiring significant system and operational changes.
Risk & Regulatory Transformation
At Barclays, the organization lacked a centralized way to identify and manage control gaps, which increased regulatory and operational risk.
