Track record
What this judgement has actually been worth.
Delivered in senior roles across utilities, retail, logistics, insurance services and manufacturing. Client names are withheld out of professional courtesy. The numbers are real and we are happy to talk you through any of them.
A FTSE-listed water utility
As Chief Technology Architect: setting enterprise architecture and strategic technology direction across IT and operational technology, leading a team of eleven architects and advising the executive board.
Also delivered: generative AI adopted with a working governance framework rather than as an experiment; tactical point solutions replaced with evergreen enterprise platforms; an ERP strategy covering a core upgrade, a move to cloud HR and a planned migration to the next-generation platform; and the recruitment and embedding of the architecture function itself.
A multinational insurance services group
As Head of Technology, Service and Cyber Security through a period of extraordinary growth: from 800 colleagues to 5,000 in three years, largely by acquisition, on a budget in excess of £8m.
The scale of acquisition was the real challenge: growing that fast normally destroys IT governance. Instead we put in a target operating model, an ITIL-compliant governance framework and a cyber security function, so the pace of M&A did not compound risk. Included integrating a large solicitors’ LLP, which meant working directly with the partners and with the Solicitors Regulation Authority. A fifty-site network refresh onto SD-WAN, a full end-user device refresh, endpoint security and identity management, and a cloud productivity migration all landed in the same period.
A national retail group
As Head of Service and Infrastructure: accountable for a divisional operating budget of around £11m and more than fifty service, support and licence agreements.
Alongside the savings: a data centre relocation programme, definition and implementation of technology standards, ITIL-aligned change and service transition, and consultancy on the group target operating model and outsource vendor consolidation.
A UK parcel carrier
As Head of IT Infrastructure Services, leading twenty third-line engineers and consultants plus a field-based function, across a business whose divisions funded and managed themselves independently.
The operating model was the real work: moving from siloed teams — data centre, desktop, storage, networks — to an integrated infrastructure function capable of supporting the agile and DevOps ways of working the business had adopted, with year-on-year improvement in both NPS and customer satisfaction. The awards followed from that, not the other way round.
Smaller, and just as relevant
A precision engineering manufacturer
A family business that had grown quickly from a cottage industry to multi-million turnover without the systems to match. Business analysis, then design and implementation of an end-to-end logistics and management system across two manufacturing sites, with LEAN process re-engineering, stock control and just-in-time ordering.
A national managed service provider
Head of Service through a period of acquisition. Chaired the architecture review board and the change approval board, modernised the company structure against TOGAF and ITIL, and consulted on the target operating model so that M&A synergies were actually realised rather than assumed.
Volunteer leadership
Chairman of a dragon boat racing club since 2021. Included here because governance, budget and volunteer management at a small organisation is a genuinely useful counterweight to enterprise work — and it is where a lot of SME reality lives.
A note on how to read this page
Every figure above was delivered in a senior in-house role, with a team and a budget behind it. We are not claiming a two-day-a-month engagement reproduces a £3m saving.
What it does mean is that the judgement is not theoretical. When we tell you a supplier contract is overpriced, an ERP business case is optimistic, or an AI project will not repay itself, that view comes from having been accountable for the outcome — including the times it went wrong.
Want the detail behind any of these?
Ask. We will happily walk you through what was actually done, what it cost, and what we would do differently now.