What I do · interim & fractional executive

Three areas
where I take ownership

I step in when supply chain and operations transformations stall, and I take ownership until results are back on track.

My work falls into three areas. Each can be delivered as an embedded, transformation-lead or fractional engagement: on site, hybrid or remote-first.

See the three areas
Book a confidential call
01
PMO & Execution Governance

Build or repair the system leadership uses to steer.

02
Transformation Program Management

Take over a stalled or high-risk programme and bring it back on track.

03
Supply Chain Strategy & Advisory

Fix planning, S&OP and inventory at the root.

Service 01

PMO & Execution Governance

I build or repair the system leadership uses to steer: PMO mandate, decision rights, escalation paths, portfolio governance and reporting that supports decisions rather than describing activity.

When organisations call me
  • Governance and reporting exist, but executives still cannot steer with confidence
  • A PMO has no real mandate, or one must be built from zero
  • Dashboards multiply while clarity drops
What I take ownership of
  • PMO charter, mandate and operating model
  • Decision rights and escalation paths across forums
  • Portfolio governance and executive and board reporting cycles
What the organisation gets
  • PMO charter and decision-rights matrix
  • One portfolio view, with an intake gate for new initiatives
  • A lean, decision-relevant KPI set and reporting rhythm
Moderna
From zero

global PMO for a supply chain transformation, reporting to the C-suite across CH, US and UK

IONWAY
Board level

company-wide portfolio governance and a three-level strategy deployment cascade

Typical engagement model

Embedded Transformation Lead · Fractional Executive

Service 02

Transformation Program Management

I step into complex, stalled or high-risk transformation programmes as an embedded executive and take ownership of delivery, governance and stakeholder alignment until results are back on track. I stay long enough for the change to hold, not just long enough to hand over a plan.

When organisations call me
  • A programme is moving, but not arriving
  • Budget, people and intent exist, yet results keep drifting
  • Accountability across functions is blurred and no one is truly in charge
What I take ownership of
  • End-to-end delivery across phases, scope and timeline
  • Cross-functional teams and stakeholder alignment
  • Recovery of slipped workstreams and risk management
What the organisation gets
  • An integrated plan with real, not reported, status
  • A risk and issue framework that drives action
  • Adoption and handover, so the change holds
Solaris Bus & Coach
18

logistics sub-projects supporting a 25% rise in production volume

Cobham Satcom
+20%

OTIF, with slow-moving stock reduced by 30%

Typical engagement model

Embedded Executive · Embedded Transformation Lead

Service 03

Supply Chain Strategy & Advisory

Where twenty years in supply chain and operations applies directly. I find where planning, S&OP or inventory is quietly creating operational or financial risk, name the causes that are actually fixable, and can lead the transformation that follows.

When organisations call me
  • Forecasting and S&OP do not produce decisions the business trusts
  • Inventory ties up capital while service levels still miss
  • Planning sits across disconnected sites or functions
What I take ownership of
  • Planning and S&OP diagnosis and redesign of the cycle
  • Inventory and working-capital policies
  • End-to-end supply chain operating model and ownership
What the organisation gets
  • A root-cause view of what is fixable, and what is not
  • A redesigned S&OP cycle and inventory policies
  • An operating model with clear end-to-end ownership
Cobham Satcom
~50%

shorter S&OP cycle after integrating Denmark and Singapore into one planning function

Volvo Buses
New function

supply chain engineering established, with near-line kitting and decentralised warehousing

Typical engagement model

Fractional Executive · Embedded Transformation Lead

Next step

Discuss your current situation

A short, confidential conversation about the situation and the kind of ownership it needs. Most start with the problem, not with a service.

Book a confidential call
How every engagement runs

Mandate first, then execution

Three engagement models, decision rights agreed in writing, the first 90 days and remote-first delivery.

How I Work →