Changes were taking too long and costing too much. New CEO wanted better responsiveness and cost control. Average project duration ~24 months. Average project leadership overhead (PMs, PgMs, PMO, etc) ~47%.

Follow-the-sun organisation with legacy on-premises CRM system in use across many non-CRM use-cases decided to upgrade to cloud CRM solution. No requirements in place at start of project. Product Ownership for the new system sat with Sales. No organisational responsibility for the supply chain to the customer at any senior level (it had ‘just worked’...

Comic Relief has a demanding technical environment; for one night of the year, for a peak of about 7 hours, it has the public’s attention and receives donations, and the vast majority of those donations go through a solution developed by Comic Relief’s technologists. That system absolutely has to work for those few hours: there...

The client was embarking on a major transformation programme to replace many of their old systems with a new ERP. The CIO was aware that creating an effective Integration Service was key to delivering this major change.

This was a voluntary role for me and was fantastic fun and very rewarding. A world famous animal charity and zoo had run their onsite shop on similar lines for 40 years. It was out of date and unprofitable and a money making opportunity was falling by the wayside.

The CIO was new into the role and wanted to set up an effective integration service for the large and highly distributed IT department. I was brought in to work with the existing team and deliver new processes. The team had been very effective at cataloguing their integration deliveries and developing a technical strategy. The...

DHL is Global company based in Bonn, Germany. Appointed CIO for DHL Mainland Europe following the dismissal of the previous CIO. The business had a revenue of €3bn but barely broke even. IT service was poor, spend of €150m was too high and the organisation was fragmented across countries.

WLT is a global marketing and communication company with a turnover of €1.4bn. The business was in decline due to the market shifting from print to digital services. Before my appointment the IT teams were decentralised to each business unit. After several restructurings we agreed with DHL to divest the business through an auction process.

An online caterer had grown rapidly through innovation in new offerings to its platform and services. It recognised that a systematic market research approach – based on identifying unmet needs – was needed to identify new opportunities efficiently and thereby continue its growth. It had tried an industry recognised approach that had yielded nothing but...

Competition in the online gambling industry is intense. Our client was looking at how it could grow its market share in a growing industry It was particularly interested in Spain, Germany and UK. Several strategies were being considered but the next step was going to be significant – and it needed research based evidence to...