Situation: The UK subsidiary of a European Microsoft technology integrator needed a new operating model before it could grow.
Intervention: As Managing Director and statutory director from 2021 to 2023, he held full profit and loss responsibility and rebuilt the operating model end to end: commercial architecture, delivery governance, the leadership team and a weekly operating rhythm. He took the business into the public sector, utilities and manufacturing. With the chief executive, he carried out the initial assessment of the group’s operating model.
Outcome: Revenue grew 4x and the pipeline grew 15x. Operational scale tripled. He handed the business back to the group before he left in 2023.