Selected work
Two engagements running. Five behind them.
Situation, what I did, and what it produced. Clients are described rather than named because this sits under commercial confidentiality, and live engagements are described in less detail than closed ones for the same reason. Named references come once we are talking properly.
$25M+Verified business impact
25,000Users on platforms I owned
$1.1M+Saved on rationalisation
50+Largest team led
All seven / At a glance
What each one turned on.
The finding first, because the context is only worth reading once you know what it produced. Each one opens on its own page.
| Client | Engagement | Headline | What it turned on | |
|---|---|---|---|---|
| Running now · 2 | ||||
| Healthcare marketing and media agency | Data, analytics and agentic transformation | OngoingIn build | An agency does not have a data problem or an AI problem. | |
| Digital trust and AI platform company | Three AI platforms, definition through to release | 2Live, one in build | Some capability cannot be specified and handed over. | |
| Closed and measured · 5 | ||||
| Global industrial technology manufacturer | Commercial and operations transformation | $25M+Verified impact | The operating model work was worth more than any single product. | |
| Conversational AI, agentic workflows and model governance | 10,000Users on the platform | Governance first was not caution. | ||
| Cutting down a legacy platform sprawl | $1.1M+Saved on tooling | Attribution had to come before removal. | ||
| Global pharmaceutical company | Enterprise BI platform and analytics portfolio | 25,000Users on the platform | The platform could already do it. | |
| Commercial bank | Building an analytics function from zero | 0 to 1Function, zero to running | Starting from zero is easier than fixing an operating model that already has defenders. | |
Recognise any of this?
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