Decisions, delivery and the people behind them.
These examples show how I connect people, technology and business priorities. They describe my responsibility and the broad outcome, while keeping internal commercial and operational detail private.
Kaplan International
Building a global technology function
My responsibility: Help build a coherent technology function across international businesses, with shared capabilities and clear ownership.
The approach: I brought regional capabilities into discipline-led teams and worked with managers to develop their responsibilities. We established common expectations for service, delivery and governance, while retaining local ownership where proximity to the business mattered.
The operating model needed to work for the teams using it. We made responsibilities, escalation routes and shared priorities clearer, so people could coordinate across regions and functions.
What changed: The businesses gained stronger shared capability and a more consistent way to manage technology. Managers took broader responsibility, with teams able to work together while keeping the local understanding needed for delivery.
What I took from it: A global function depends on people understanding how they can contribute, where they can get help and what they own. The structure should support those relationships.
SHL
Protecting continuity through separation
My responsibility: Lead infrastructure and service transition during a corporate separation.
The approach: I worked with engineering and service teams to understand dependencies, sequence the transition and verify readiness. Business continuity shaped the plan and the decisions about when to move.
What changed: The transition was completed with critical services continuing through the change.
What I took from it: Continuity depends on understanding the dependencies and making readiness visible to everyone responsible for the next step.
Commercial process
Applying AI to a commercial workflow
My responsibility: Work with a business team and a specialist supplier to turn an opportunity for AI-assisted outreach into a usable process.
The approach: We connected outreach to an existing customer-management workflow, with interested responses passed to people who could follow through. The handoff and the team's capacity to act were part of the design.
What changed: The initiative generated additional business from previously inactive prospects.
What I took from it: The useful result came from joining the technology to an owned process. Generating a response was one step; the business still needed to act on it.