Leading complex programmes and turning strategic decisions into embedded practice. Structure, momentum and stakeholder alignment from mandate to measurable adoption.
A selection of programme and transformation work, from global security rollouts to AI-enabled change in production. Client names are anonymised.
Situation: No consolidated view of the IT estate across regions, which made it hard to detect and respond to incidents in time. The security programme was to close the gap through continuous monitoring of the global infrastructure.
Action: Led the programme from pilot to global rollout. Secured stakeholder engagement in each region ahead of rollout and adapted the plan to regional differences in infrastructure and ways of working. Worked closely with the security organisation that defined the monitoring requirements, reported to a steering committee sponsored by the CISO, and established an offshore team in India, including the competency specification. Owned planning, risk management and handover to IT operations.
Result: Monitoring implemented in all regions and handed over in stable operation. The security organisation moved from regional, reactive detection to central, continuous monitoring on a single platform.
Situation: Production ran on ageing machinery that could not be updated, with no data exchange between systems and manual inspection of finished parts. The CEO wanted an outside view on where AI could realistically improve the workflow.
Action: Developed the digital strategy with the CEO, starting from the organisation's capacity to absorb change rather than from what was technically possible. Interviewed management and production workers to establish the real state of the machinery, identified three AI-enabled initiatives and prioritised them on value, risk and cost. Built the implementation roadmap for the selected one, computer-vision inspection: cameras that inspect each part digitally, capture the inspection data and analyse it to drive production efficiency.
Result: One initiative defined, prioritised and backed by a roadmap, and the company implemented it within the planned quarter. The assignment changed production instead of ending as a document.
Situation: The company wanted to raise the performance of its global customer service organisation and needed an evidence base for where to act, plus groundwork for an offshore service team in India.
Action: Supported the global customer service strategy through benchmark analysis and carried the resulting improvement projects through to delivery. Managed the supplier on an efficiency project and wrote the competency requirement specification ahead of the Indian team being recruited.
Result: 30-35% improvement in the global booking process and 15-20% higher customer satisfaction.
Situation: One company saw its protected niche come under pressure from European competitors entering Denmark with AI-enabled services. The other wanted to know where further growth could realistically come from.
Action: Worked directly with the CEO and COO or CMO in each company. Ran customer, market and competitor analysis (Porter's Five Forces, segmentation, customer journey mapping), designed and facilitated executive workshops, and translated the strategy into implementation roadmaps with sequencing and ownership. Advised on practical use of AI: recommended a small pilot of AI-enabled services together with an existing customer to meet competitors that were embedding AI, and designed workflows for collecting and categorising the data behind product certifications.
Result: Engineering consultancy: new target markets and new service offerings defined, and the CEO committed to market expansion as first priority. Manufacturer: customer interest that had never been followed up was uncovered, and the CEO has since pursued those customers.
Impact is shown as ranges. Exact figures and client names are shared in conversation where confidentiality allows.
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