Enterprise technology
that serves the business.
I bring 20 years of hands-on executive leadership in global enterprise IT, manufacturing systems, and operational transformation. I work at the intersection of technology, process, and people — with a business-first mindset throughout.
IT as a business capability, not a support function.
Most technology failures are not technical. They are organisational. The system works. The adoption does not. The architecture is sound. The governance is not. I close those gaps.
The platform is live. The business is not using it.
Technology that sits unused is not an IT problem. It is a change management, process design, and stakeholder alignment problem. I have resolved this at scale across global organisations.
IT speaks in systems. The business speaks in outcomes.
I translate between the two — not as a theorist, but as someone who has sat on both sides of that table for 20 years, and who is accountable for the result either way.
The programme is running. Nobody is in control of it.
Complex transformation programmes require structured governance, clear ownership, and executive-level accountability throughout delivery, not just at sign-off.
Built and led, not advised from the outside.
My experience was built from within large, complex, regulated organisations — running global teams across the US, Europe, Asia and Latin America, owning enterprise-critical systems, and delivering transformation at scale whilst maintaining operational continuity.
Two very different challenges. One consistent approach.
I work with organisations at both ends of the spectrum — those establishing their operational technology foundations, and those managing complexity at enterprise scale.
Building the right foundations from the outset
You are scaling rapidly and the processes that worked at 50 people are breaking at 200. You need structured operational technology, the right systems, and a team that will actually adopt them — not just be trained on them.
Scaling efficiently across complex environments
You have the budget, the platforms, and the teams. But something is not connecting. Adoption is inconsistent, governance is unclear, and transformation programmes are running without adequate control.
End-to-end ownership, from strategy to steady state.
Not advisory from a distance. I take ownership of the outcome and remain engaged until the change is embedded and the organisation can sustain it independently.
Process improvement & operational design
I map how your organisation actually operates today, identify where complexity and inefficiency have accumulated, and redesign processes that are simpler, more consistent, and built to scale.
Technology implementation & stabilisation
From requirements and vendor selection through delivery, go-live governance, and the critical hypercare period. I stay engaged until the system is operationally stable and the business is running on it.
Change management & adoption
Technology is adopted by people, not organisations. I work directly with the teams most affected by change — including those most resistant to it — until the new way of working becomes the default.
Programme & project leadership
Structured leadership of complex business and technology programmes. I bring governance discipline, clear ownership models, and executive accountability from initiation through to post-delivery stabilisation.
Fractional Head of IT & Operations Technology
Senior technology leadership as an external, part-time engagement. For organisations that require CIO-level capability and executive accountability without a full-time hire.
"The measure of a successful implementation is not go-live. It is whether the organisation is still running on it six months later."Eyal Wiseman
Twenty years inside complex global organisations.
I built and led the global business applications function at a major pharmaceutical company — growing it from a five-person team to an organisation of over fifty, managing a portfolio of enterprise-critical systems across more than 130 sites in 30 countries. The work spanned ERP, MES, supply chain platforms, serialisation, identity governance, and multi-year transformation programmes in regulated, operationally critical environments.
What two decades in that environment taught me is that technology rarely fails on its own terms. It fails when the processes around it are not fit for purpose, when the people who should be using it were never brought along, or when programme governance breaks down under the pressure of delivery. That is the work I do now — for organisations that cannot afford to find out those lessons the hard way.
What operational change looks like in practice.
Real outcomes from real engagements. Client details are anonymised.
Site onboarding reduced from 12 weeks to 3
A global manufacturing organisation was spending 12 weeks onboarding each new site to its core operational systems. The process was manual, inconsistent, and dependent on specific individuals.
- Onboarding lead time reduced by 75%
- Standardised playbooks across all sites
- Dependency on individual knowledge eliminated
Full platform adoption recovered post go-live
An organisation had invested in a new operational platform. Six weeks after go-live, the majority of the team had reverted to legacy tools. Adoption had effectively failed.
- Full adoption restored within 8 weeks
- Reporting time reduced by 60%
- Platform established as single source of truth
Real-time operational visibility established
Production floor data was disconnected from enterprise reporting. Operational decisions were being made on information two to three days out of date.
- Real-time visibility from floor to executive level
- Manual reconciliation process eliminated
- Decision quality and response speed improved significantly
Whether you are looking for an executive to lead, or an adviser to help you get there, let us talk.
A direct conversation is usually the fastest way to establish whether there is a fit.