The large data centre of a Central American Bank situated in Mexico housed the processing for the company’s businesses in Mexico, Panama, Chile, Colombia, Peru, Paraguay, Costa Rica, El Salvador and Uruguay. A decision was taken by the executive management to sell the businesses in all countries other than Mexico. The businesses were sold to...

The client operates around 100,000 vehicles as part of its global logistics service. They estimated around 20 deaths per year are caused by driver inattention (including tiredness) and that each death has a direct cost of around $5m USD, putting aside the emotional impact on the families of those involved. In addition to deaths, there...

The client, Alizeti Consortium (aka Group, Capital), had undertaken to acquire the digital assets of The Tote, the horse racing betting business originally founded by Winston Churchill in 1928. Driven by a desire for change in the industry they had not performed technical due diligence on the assets and team they were acquiring, they just...

A newly formed branch of the largest IT department in the State Government asked me to facilitate an off-site for the entire branch. We were to discuss strategic planning and prioritisation of activities in the next six-month period. However many of the personnel had come from other state government departments and brought with them the...

Client has 5 business units in UK, within each units they have range of industries which aims to provide training and work experience for the members of community who have committed crimes. This opportunity is provided in the hope that they will learn new skills which will assist them to seek full time employment. Therefore,...

Client is a Top 20 Pharma. We work with the global HQ in continental Europe. The division we work with had a hypothesis that they could deliver a digital service to achieve a specific patient goal. The hypothesis was based on scientific research and medical evidence. At least one large consultancy had started building a...

Project director needed 2 months to know actual cost of resources working in an international project due to fragmentation of systems for time control and reporting. Senior management prepare budgets by isolated departments resulted in under- or over-allocated resources.

The business had severely declining sales, 8 businesses and 5 brands. It was basically a turnaround and the CEO brought me in to sort out the front end performance of the business

Back in 2010 0 our client, a famous global retail brand were sweating old hardware and software and needed to keep costs down. With very little remote access the client had issues extending their solution and meeting business needs outside the business.

I was given responsibility for a multi-site IT function within a major UK multi-site, multi-brand business. The department was sub-optimal, working in ineffective and outmoded ways with poor governance and moderate leadership. The business wanted to move on, and needed the IT function to become one of the cornerstones of a new global, shared service...