Services
Three engagement shapes.
Different triggers, same operating discipline. Every engagement ends with someone else holding the keys.
01 — Interim
Lead.
Director- or Head-of-level seat. Three to five days on-site, typically three to nine months.
Engagements usually start with one of three triggers: a leader departs on short notice, a new unit needs standing up, or a team needs a steady hand through a difficult phase. The seat is occupied with full authority from the first week.
Onboarding is short — the seat is ready for decisions, not still searching for background. Decisions run on a weekly cadence with the executive. A successor is identified early, coached through the mandate, and handed the keys formally.
The goal is to leave the house lighter than it was — and someone else holding the keys.
Typical roles
- Director of Operations
- Head of Operations / Head of Supply Chain
- Programme or project leadership
- Product Management roles
02 — Consulting
Build.
Operations, transformation, and AI work. Three to nine months, scope fixed at kick-off.
The target operating model, the merged organisation, the quality system, the supply chain, the AI transformation itself — what needs to change is already clear. What's thin is the capacity, or the distance from the problem to run it honestly.
Scope is fixed at kick-off, outcomes signed off, decisions on a weekly cadence. The work happens inside the team, not alongside it. Documentation is written with the people who will run it after handover.
Target operating models only work when the people who run them wrote the documentation.
Typical scope
- Target operating model design
- AI transformation — operating model, workflows, governance
- Post-merger process harmonisation
- Quality management systems (ISO 9001 / EN 9100 / 14001 / 45001)
- Supply-chain setup in regulated environments
- Competitive vendor selection and onboarding
- Nearshoring and service-centre build-outs
03 — AI Enablement
Multiply.
AI in any form that fits — team enablement, automation, data work, or embedded in a Lead or Build mandate.
Active across the full arc — with AI (daily operator use in teams), through AI (automation, tooling, cleaned data foundations), and for AI (workflow redesign, governance, making the organisation AI-ready from the inside). Most mandates combine two or three of these; pure ones are rare.
One principle runs through all of them: on your machines, with your data, with someone who owns the output at the end. Nothing lives on a vendor's server unless you put it there deliberately.
Most AI pilots don't reach the P&L because nobody owns the output.
Typical formats
- Workshop track5–8 hours per tierFoundation, Builder, and Strategist formats, from first setup to governance.
- Embedded AI workinside a Lead or Build mandateThe AI layer of an operations or transformation engagement.
- Automation buildsper engagementSpecific workflows, shipped clean into the business.
- Data foundationsper engagementClean-up, pipelines, knowledge graphs where they pay off.
Method
A fourth strand, threaded through all three.
Every engagement carries idea brokerage alongside the contracted work — the habit of moving useful ideas across boundaries that usually stop them.
- 01
Cross-industry pattern transfer
Aerospace audit discipline applied to e-commerce operations. ITSM thinking in a non-IT context. The harmonisation patterns from a 13,000-employee post-merger programme reused at the next integration, at a tenth of the scale.
- 02
Internal idea archaeology
Most organisations already have the right idea somewhere — proposed two years ago by someone who moved on, or shelved because the timing was wrong. Finding it, validating it, making it actionable.
- 03
Ops ↔ AI translation
What a COO means by 'process' is not what an engineer means. The translation happens both ways, with no loss on either side.
- 04
Stranded connection
Two teams with the same problem, neither aware of the other. Senior outsiders see those intersections in a week; insiders can miss them for years.