Running IT where technology decisions have a real impact on business outcomes…
Focused on
25+ years leading IT across multi-entity organizations and logistics — from a dual-mandate CIO role in a corporate group, through rescuing ERP/TMS/WMS implementations, to IT due diligence. I step in where the board needs someone to take ownership of a technology decision, not just recommend one.
Pre-deal and post-close (100 days). A rigorous assessment of technology risk before the investment decision is made – no jargon, in language an investment committee actually uses.
System selection, vendor negotiations, rescuing projects that have stalled. Grounded in real logistics implementations and multi-entity governance, not theory.
Temporary assumption of the CIO function in multi-entity organizations – structure, team, executive decisions, accountability for results over a 6–18 month horizon.
Take a look at
How to move a large-scale analytics estate from on-premise BI platforms to a cloud-native data architecture without breaking the finance close cycle
Don’t take my word for it
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