How I work
Structured. Co-owned. Designed to end with results in the business, not a report on your desk.
Most transformation advisors operate at one of two extremes: either producing a plan and leaving execution to others, or taking over the program and running it for you.
I do neither.
I work alongside your team: structuring the work, designing the governance, tracking the outcomes, and transferring the capability as we go.
When the engagement ends, your team is running the program.
WHAT I DO
Four ways I engage
Profitability Improvement
I identify and prioritize the cost and revenue levers that will have the most impact on your business, then build the structure to deliver them. This covers cost reduction, margin improvement, pricing, and customer mix. The output is not a set of recommendations. It is a program with workplans, performance indicators, and a mechanism to secure the delivery of business benefits.
Post-Merger Integration
Integration after an acquisition is time-sensitive and organizationally complex. I design the integration program, coordinate workstreams across the combined organization, and set up the governance to track synergy delivery. The emphasis is on making sure that the expected business benefits are actually delivered, not on just completing milestones.
Transformation Program Design and Execution
For organizations running a major change (operating model, cost structure, or strategic repositioning,…), I design the program from objective-setting through to execution. This includes initiative identification, work planning, PMO structure, and steering committee governance. The program is built to be owned by your team, not managed from the outside.
PMO Setup and Governance Design
For programs that are already defined but need structure: I design the Program Management Office, establish the steering committee charter and reporting cadence, and put in place the accountability mechanisms that make sure that the expected business benefits get delivered. This can be a standalone engagement or part of a larger program.
THE PROCESS
From kick-off to handover
1
Define Objectives
Agree on baseline, target state, and measures of success. Executive alignment on what the transformation must deliver.
2
Identify Initiatives
Structured analysis and workshops to surface, prioritize, and group improvement opportunities.
3
Create Workplans
Each initiative gets a workplan, an owner, milestones, and benefit targets. Dependencies and risks are mapped. Performance indicators are defined.
4
Set Up Governance
PMO structure, steering committee design, reporting cadence, and escalation paths established before execution begins.
5
Execute and Hand Over
Milestones and benefit realization tracked. Issues addressed as they arise. Program progressively transferred to your team.
Worth stating clearly
I don't take over management of your operations.
I don't produce strategy recommendations that sit disconnected from execution.
I don't staff the engagement with junior analysts.
The people you work with are the people doing the work.
What an engagement looks like in practice
Most engagements are project-based with a defined scope, timeline, and set of deliverables.
We start with a short scoping conversation (usually one or two meetings) to establish whether there is a clear fit. If there is, I put forward a proposal with three alternatives covering scope and investment. Work begins when you choose the approach that fits your situation.
An advisory retainer is possible after a transformation engagement, typically for light touch ongoing support.
FORMAT
Project-based, defined scope and deliverable
TYPICAL DURATION
6–12 months for a full transformation; 4–8 weeks for PMO setup
TEAM
Senior-led. No large teams of junior analysts.
Ready to look at your situation?
A short conversation is enough to understand whether there is a fit, and what working together would look like.