Work
Selected work.
We name clients only with their permission. Where we can't, we describe the business and the work.
Post-merger integration · Financial steering · Pricing
Pan-European plastics packaging group, owned by a US private equity firm
Situation
Built through acquisitions, the group ran eight manufacturing sites across Europe on several different ERP systems. Without common costing, leadership could not see true cost-to-serve, or which products and customers made money.
Our role
Interim post-merger business transformation director. We defined the financial steering model from contribution margin to EBITDA, harmonised costing across five ERP systems in EMEA, and segmented sites, markets, customers and products. We then set factory gate pricing and price-list strategy, and designed the target operating model, organisation and technology roadmap.
Outcome
More than £2.2M of savings identified across Europe through complexity reduction, SKU rationalisation and pricing. A BI segmentation tool and dashboards now give manufacturing, sales, supply chain and customer service one view of performance.
Post-merger integration · Data · Bespoke tool
Consumer healthcare joint venture between two of the world's largest pharmaceutical groups
Situation
The two groups combined their consumer healthcare businesses into a joint venture spanning 56 markets. Commercial, procurement and supply chain processes, applications and data all had to come together, while transition services kept the business running.
Our role
Programme lead for the integration. We developed the global integration strategy and plan, defined the current and future state for all 56 end markets, and set the approach for consolidating applications and deciding what happened to each set of data, covering legal, support and cost.
Outcome
A market-by-market integration plan, and a bespoke tool we built to manage transition service agreements worth more than $80M a year.
ERP transformation · Microsoft Dynamics 365 · Data migration
Swedish truck and bus manufacturer within a German automotive group
Situation
The manufacturer needed to replace its legacy ERP and dealer management systems with a cloud platform, and to report on the group's mandated chart of accounts.
Our role
Programme director. We built the five-year transformation roadmap and led a team of nine consultants through end-to-end process mapping across order-to-cash, procure-to-pay and record-to-report, data migration and the dealer solution.
Outcome
Phase one is live on Microsoft Dynamics 365 Finance and Operations, running in parallel with the legacy system: financial transactions, indirect procurement, fixed assets, banking, customer invoicing and VAT.
ERP rationalisation · Process harmonisation · Vendor selection
British defence and security electronics group
Situation
The group ran its three business divisions on different processes and ERP systems, which made group-wide control and reporting hard.
Our role
Business architect. We designed harmonised future processes across order-to-cash, procure-to-pay and record-to-report for all three divisions, with oversight of manufacturing processes. We wrote the tender strategy and the functional, technical and data requirements, and developed the systems rationalisation strategy and deployment plans.
Outcome
A common process foundation for the whole group, and a phased plan to consolidate its ERP landscape onto a common platform.
Order-to-cash · Sourcing · AI automation
The world's largest beauty company
Situation
The group was transforming order-to-cash through a global business services outsourcing programme on its SAP estate, and wanted to know where AI should play a part.
Our role
Technology sourcing and AI automation lead. We mapped order-to-cash and supply chain processes and assessed their maturity, and defined where AI and intelligent automation, including AI agents for customer experience, would genuinely add value: process first, then automation. We built the business case and five-year total cost of ownership across three commercial structures, and ran the selection across four global service providers.
Outcome
A robust tender that challenged the world's leading consultancies and service providers to show exactly how they would deliver AI agentic improvements across order-to-cash and supply chain, with a business case and evaluation framework to compare them on equal terms.
Assurance · ERP remediation · Financial steering
US naval defence manufacturer, owned by private equity
Situation
The manufacturer's ERP system did not reflect how the business needed to measure and steer itself, so its financial data could not be relied on.
Our role
Adviser to the private equity owner, working with the group executive team. We assessed the business top-down and bottom-up to find where financial data and system configuration had drifted from the financial steering model, and set out work packages to close each process and configuration gap.
Outcome
A costed six-month remediation plan across finance, project accounting, operations and supply chain, with resourcing and benefit realisation, agreed with the executive team.
Interim leadership · Healthcare AI · Commercialisation
IMERA.AI, a clinician-founded UK healthcare AI company
Situation
IMERA.AI was founded by NHS consultants in orthopaedic surgery and musculoskeletal radiology. Its AI reads musculoskeletal X-rays, marks every finding and writes the radiologist's report. The company needed to turn a working product into a deployable, commercial business.
Our role
Interim Chief Operating Officer, working with the founding clinicians and the CTO: commercialisation, fundraising and the five-year financial model, finance and CRM systems, and day-to-day operations, including a pilot in India.
Outcome
Musculoskeletal X-ray AI integrated across multiple PACS systems. It returns X-rays marked with bounding boxes for seven abnormality categories and their sub-classifications, supported by a structured patient report.
Earlier work
- One of the world's largest car rental groups. New operating model and organisation for European fleet supply chain and remarketing. £2.6M of savings realised over 26 months, £1.8M of it in the first three months.
- German family-owned global logistics group. Finance operating model and process harmonisation across 56 countries, with outsourcing partner selection.
- UK bakery manufacturing group. Integration of two food manufacturers: technology footprint, ERP requirements and a combined people plan.
- European plastics manufacturer, owned by a UK private equity firm. Post-merger pricing strategy and SKU rationalisation. £2.35M of savings identified, £400k realised in the first six months.
- One of Romania's largest coffee companies. Commercial strategy, promotional spend control and SKU rationalisation.
- Global travel technology company. Order-to-cash operating model, five-year business case and vendor selection for a new digital platform.
- Global relocation services company. Global pricing strategy and operating model across the major trade lanes.
- Canadian leisure boat manufacturer. Interim CEO turnaround, consolidating manufacturing into a single plant in Mexico. $1.2M of savings within 18 months.
- London Market insurer. Data centre strategy.
Sectors
Manufacturing · Automotive · Consumer goods · Pharmaceuticals and healthcare · Defence and engineering · Logistics · Travel · Insurance · Energy and utilities