Global supply chain and transformation executive with 25 years of experience leading operational turnarounds, post-M&A integrations, and strategic change across S&P500 and FTSE100 companies. Proven track record of delivering multimillion-dollar OpEx savings, capital investment programmes, and scalable performance improvements. Trusted by private equity and global boards to drive transformation agendas, optimise end-to-end operations, and build high-performing teams across complex matrix environments.Specialties include: Business transformation & turnarounds, global supply chain operations, operational excellence, digital transformation & automation, operations site management, post-M&A integration & value creation, capital & cost reduction programmes, programme delivery & change management.
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Four people who have led repeated transformations on whether it helps a career, and what to check before saying yes: what the label covers, who has agreed the target, and whether the business wants the change.
Three questions decide whether a planning transformation succeeds. All three are routinely answered from inside the organisation, which is structurally one of the least reliable conditions for answering them honestly.
Examines the strategic context that should sit upstream of any capability investment, including operating model design, partner ecosystem constraints, and the shift toward AI-enabled best-of-breed components.