One clear plan everyone understands, with a business case behind every decision.
Pharma · Public sector · Manufacturing · Logistics · Telecoms · Education · Banking
They fail because ten people want ten different things, and nobody can articulate what any of it is worth.
So I sit with all of them: leadership, operations, users and engineers. Then I turn what I hear into one plan everyone reads the same way. Each decision comes with the business number it moves.
I’m independent and senior, with no build to sell you afterwards.
Find out what the old system was really doing before anyone copies it onto a new platform.
Learn why people work around the tool, then fix those reasons instead of adding features.
Priorities get set by value, not by whoever argues loudest.
Each one is tied to a number leadership cares about: time, cost, risk or adoption.
The first version is scoped to deliver the most value within what you have.
You get a plan they can deliver without me.
Line stoppages were costly, and the software wasn’t catching problems early. I linked every design decision to the cost of a minute of stoppage.
Leadership chose this design over an incumbent partner’s, and the programme was extended by two years.
Stakeholders wanted their old system copied, and scientists were working around it. I moved the conversation to what the system should achieve.
Reluctant users came round, and a small first engagement became a multi-year programme.
Every engagement runs as focused sessions, not full-time on site.
You have an idea and plenty of opinions about it. Leave knowing what to build first, what to leave out, and why.
The real problem, what solving it is worth, what to build first, and what to leave out, with the reasons why.
People avoid your system or work around it. Find out exactly why, and what to fix first.
Every issue with its evidence, its cost to the business and a recommended fix, sorted into Fix now, Improve next, Explore and Leave alone.
Your team is building, and the product calls keep coming. Get a senior pair of eyes on the UX and the next thing to discover, without a full-time hire.
Each week I review what’s being designed or built, and dig into what users and the business really need next. Your team keeps ownership of the build.
Leadership doesn’t buy screens. It buys outcomes. So every recommendation I make comes with the business number it moves.
Find the real problem, not just the feature someone asked for.
Put a business number on solving it.
Choose the smallest change that delivers it, software or not.
Agree up front how you’ll know it worked.
Illustrative example
| Decision | What changes | Business number |
|---|---|---|
| Redesign warning screens so planners spot issues earlier | Fewer production-line stoppages | Cost per minute of stoppage |
| Show specialists all their tasks in one view | Less work done outside the system | Intake lead time |
| Agree mockups with users before anything is built | Less rework between analysts and developers | Time from request to ready |
I’ve spent my career between the business, operations, design and engineering on enterprise systems, working out what people really need and turning it into something everyone can understand.
You work with me directly, from the first call to the final plan. No juniors, no hand-offs, and no ties to any software vendor.
More about me →Tell me what you’re trying to decide. I’ll tell you honestly whether I can help, and which way of working fits.
First call: 25 minutes, no obligation.