Nine years turning underperforming processes, stalled programmes, and manual overhead into measurable operational gains — across robotics, energy, and regulated manufacturing. Now working independently, with AI built into how the work actually gets done.
Whether it's an operation that's leaking time, a programme that's drifting, or an AI idea that needs to become something real — the common thread is delivery that sticks after I've gone.
Finding where the time, cost, and rework actually go — then redesigning the process so the gains hold.
Fractional or interim delivery leadership for programmes that span teams, vendors, and functions — and need someone who can hold the whole thing together.
Not slideware about AI — working tools. I design and build practical AI into operational workflows, and I've shipped my own applications end to end.
A career measured in numbers, not narratives. A few that stand for the rest.
I spend my time on the messy middle of delivery — the part where strategy meets a real operation with real people, real systems, and real constraints, and someone has to make it actually work.
Over nine years I've done that across three very different worlds: robotics and warehouse automation, high-voltage energy transmission, and regulated pharmaceutical manufacturing. Different industries, same job — find where the operation is losing time or money, redesign it, and make the improvement hold after I move on.
More recently I've been building AI into that work directly. I've designed and shipped my own applications end to end, so when I talk about AI in operations it comes from having built the thing, not from a deck.
I also lead programme and conference delivery for the PMI UK Chapter as a volunteer — most recently directing a global sustainability summit.
Tell me what's stuck. If I can help, I'll say so plainly — and if someone else is a better fit, I'll say that too.