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A leading fintech company wanted to advance its AI strategy but lacked a clear plan, leadership, and path to scale. I was brought in to coach the core team through the journey.

The first step was recruiting a new AI leader to anchor the vision. I then worked with senior stakeholders to co-create a realistic strategy, balancing ambition with clarity on risks and opportunities. With leadership in place, we launched a global AI Co-Pilot programme, embedding tools into daily operations through structured adoption.

The outcome was a confident, coherent approach to AI – moving quickly from ambition to delivery with clear direction, capable leadership, and a roadmap for scale. My hands-on coaching combined AI expertise with practical execution, aligning strategy and technology in practice.

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A £30bn global hospitality group operating across Europe, North America and Asia-Pacific had grown rapidly through acquisitions, leaving fragmented systems and processes. A global SAP programme to unify operations was struggling.

As part of the transformation team, I led the business architecture review and built a recovery plan. We redefined the global solution, integrating SAP with digital tools for recipe design, ordering and rollout to individual units. I developed a benefits model and business case with regional CFOs to secure board confidence and strengthen governance.

Despite COVID halving turnover in some markets, the programme was delivered on time and budget. My focus on combining design thinking, user experience and enterprise ERP, supported by proprietary benefits tracking, restored leadership confidence and programme stability.

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A $50bn global snacks and beverages company aimed to transform its operations by implementing a single global system and shared services centre (SSC) backbone.

I supported the client in selection of and led design of the technology solution, designed the shared services model and built the deployment plan through regional teams across five continents.

The shared services model was hybrid, with outsourced centres in Europe, India, Texas and Egypt, and a new in-house centre in Russia that I helped design. We also upgraded the Mexico centre, tailoring the global model to local needs.

Once established, I supported programme governance to ensure delivery on time and budget, combining technology, process and service design expertise to anticipate risks and keep transformation on track.

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As part of IBM’s Cognitive Process Re-Engineering team, I led projects applying blockchain and AI to real-world business challenges. A key initiative was a Blockchain-enabled COVID Health Pass for the NHS, allowing citizens to securely verify vaccination status through smart-contract validation and digital proof at venues.

We also delivered AI-driven supply chain visibility, combining external data, machine learning, and deep learning to detect emerging supplier risks and improve resilience.

A third project created a conversational AI agent for finance and procurement teams, reducing helpdesk effort, cost, and response time through natural-language automation.

Together, these initiatives showed how blockchain and cognitive technologies can enhance trust, compliance, and efficiency across enterprise operations.

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A major UK defence company needed to adapt as the Ministry of Defence moved from cost-plus to performance-based contracts. To stay competitive, it had to redesign its operating model and core capabilities.

I led a cross-functional team to plan and deliver the transformation. Using design thinking, we engaged stakeholders across sales, logistics, procurement and IT to build a single, integrated plan combining enterprise system renewal with multi-functional capability upgrades.

As project sponsor, I worked with executives and the board to sustain momentum, track progress and realise the targeted benefits. The programme strengthened competitiveness and set a transformation methodology later adopted globally by IBM.

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A global pharmaceutical and consumer goods company sought to unify fragmented operations across regions and improve efficiency through a single global system.

Working with programme leaders, I shaped the transformation roadmap using design thinking to define critical capabilities and build an integrated delivery plan. I led teams for global process, content and change management, through the global rollout, ensuring the solution was both robust and adopted by the business.

Delivered during COVID lockdowns, the programme faced major logistical challenges. I helped leadership navigate risks, resolve issues and maintain momentum by aligning finance, IT and operations. My experience in large-scale transformation provided the assurance and practical leadership needed to deliver successfully through disruption.