Selected Work
A few examples of recent work across strategy, digital and operating-model problems. Names left out, for obvious reasons.
Resetting a stalled transformation
A major programme had run out of momentum, and the leadership team had quietly lost confidence in it. I stepped in, worked out what was actually going wrong underneath the status reports, reset the priorities, and got delivery discipline back.
Sharpening a software product's direction
A product team wasn't clear on who they were really building for. I worked through the customer segments, tightened the value proposition, and got product, commercial and delivery pointed the same way. They came out of it with a more focused roadmap and a lot less arguing about what to build next.
Bringing clarity to digital investment
Competing digital priorities, unclear returns, no agreement on what came first. I reframed the problem and built a simpler, prioritised path forward. For the first time the leadership team could see what they were spending on, and why.
Aligning a leadership team
A leadership team pulling in different directions on strategy and priorities. I ran the hard conversation, got them to agree on what actually mattered, and gave them a way forward they all owned.
If any of this feels familiar, it is probably worth a conversation.