Twenty years spent closing the gap between strategy and delivery. I shape the digital vision, run the research that proves it, then own the requirements and the backlog until it is live. Most recently a two-and-a-half-year digital sales transformation for ZEISS, and the journey work that has followed it.
Selected projects
ZEISS Research Microscopy
A US sales transformation taken from discovery through eight releases — turning a site that listed a phone number into one where researchers configure products, get a quote and buy six-figure scientific instruments, guided by journeys built around who they are and what they work on.
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ZEISS Electronics & Semiconductor
A technically dense portfolio restructured by customer workflow rather than product catalogue, prototyped page by agreed page, then built as a working MVP in the client's own platform.
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Euroconsumers
Digital strategy for a consumer organisation serving six million members, aligning five country brands behind a single experience platform and opening a roadmap spanning content, CRM and ecommerce.
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Vodafone
Fifteen interviews and a service design diagnosis of an enterprise change management process, turned into a portal over the legacy estate that automated the routine and gave the team back its time.
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Five disciplines, one thread. I am usually brought in because a programme needs more than one of them, and because the handovers between them are where the thinking gets lost.
Most digital programmes fail in the gap between the research and the release.
I have spent twenty years working on both sides of that gap. In discovery I plan the research, run the stakeholder and customer interviews, and turn what comes back into a service blueprint senior leadership can act on. In delivery I take the same material and become the product and requirements owner — running the board and the standups, writing the features, stories and acceptance criteria, iterating prototypes with designers, and prioritising with client leadership until the thing is actually live.
What stays constant is the kind of problem: complicated products, considered purchases, several people in the decision, and an organisation that knows what it sells but not how its customers buy. The disciplines vary by engagement. The problem rarely does.
That continuity is the point. Strategy that nobody can build is an expensive document, and delivery without evidence behind it is guesswork. Holding both means the trade-offs get made in the open, with the client, rather than quietly disappearing somewhere between a recommendation and a sprint.
My background is unusually broad for a consultant — biochemistry, then Tesco, then supply chain and retail operations, then digital. It means I am comfortable with an operating model, a distribution centre and a commerce platform, and comfortable talking to a shop floor and a board on the same day.
I use AI heavily, and have done since the Euroconsumers and ZEISS Software engagements. In practice that means two things: synthesis, turning interview notes into candidate themes I can then argue with, and content production at volumes that would otherwise hold a release up — the ZEISS application pages were generated from the client’s own material and then reviewed against the requirements. The judgement stays mine. What changes is how quickly I get from raw research to something a board can act on, and how much of my own thinking I can test before I commit to it.
Tools Miro · Figma · FigJam · Azure DevOps · Jira · Confluence · Adobe Experience Manager · Salesforce Commerce Cloud · SAP Hybris
Experience
The ZEISS account, from the first interview to the eighth release. I ran the discovery that mapped how researchers actually buy imaging instruments, took the findings and recommendations to the client board, then stayed on as product and requirements owner while the platform was built — $1m of direct online sales inside six months, traffic up five-fold, and ten times the quote requests.
Alongside it, the digital strategy that aligned five national Euroconsumers brands behind a single platform vision, and the journey optimisation work that followed the first ZEISS release.
Four clients, four quite different problems. At Vodafone I sold the work and then delivered it, leading an eight-person team that put a usable layer over an enterprise change management process nobody could navigate, taking people costs down by 40%. At HSBC I designed the mobile journeys for lost and stolen cards in the Hong Kong market.
At Siemens Energy I directed the redefinition of the global HR experience from hire to retire, and at OneWeb launched a new product for monitoring network performance.
Digital strategy and commerce for global retailers. I reviewed Adidas's ecommerce proposition across its secondary markets to work out which ones justified a standardised Salesforce Commerce Cloud rollout, delivered the requirements backlog for Rimi Baltic's greenfield SAP Hybris build, and assessed Pentland's marketing and loyalty capability.
Selling ran alongside the delivery: I was part of the pitch team for Rimi Baltic, kept selling into Adidas as the engagement went on, and ran the pre-sales work for Pentland.
Two years client side, reporting to the SVP of Digital across grocery businesses in Belgium, the US, Greece, Romania and Serbia. I ran improvement initiatives spanning picking applications, store dashboards and scheduling systems, and shipped ecommerce platform changes that lifted the order pick rate by 10%.
Consulting across retail, consumer products, banking, government, healthcare and travel — supply chain diagnostics at Waitrose, an RFID business case at JD Sports, rostering procurement at Travelex, ecommerce operating models at Morrisons and REWE, and a global fulfilment strategy for Lacoste. I sold a good share of this work as well as delivering it.
Operational improvement for Tesco.com, where a change to the picking process cut quality complaints by 20% and a second reduced lost items by 30%, and new scheduling logic unlocked earlier deliveries. Before that, validating a £700m construction budget across 200 projects and extracting £38m of savings from it.
Selected clients
