Directed an enterprise transformation and led it through to acquisition. Built an AI-driven predictive ordering system that lifted inventory turnover by more than 12% at zero incremental cost; scaled Agile with SAFe governance and KPI dashboards; and ran the end-to-end M&A negotiation that sold the business to a major international buyer. Buyer and internal parties altered.
REDACTED All cases are reconstructed and sanitized. The documents are freshly authored, not the client's originals: sensitive data has been altered and the most delicate parts removed for confidentiality. Client names, buyers, individuals and exact figures are redacted or changed. The structure, governance, workflow and results reflect real work.
Delivery board
The programme mapped across eleven board pages, from current state to measured outcome. The stage-gate governance page is the centre of gravity.
Programme documents
The document set that ran the programme, from mandate to benefits realization. Open any document to read it in full.
Owner: Director of Operations & AI Transformation · Method: SAFe · Status: Approved at kickoff · Classification: Internal (sanitized)
Sanitized. Buyer and individuals shown as Buyer Group [REDACTED]. Figures altered.
1. Purpose
Authorize a multi-year transformation of a services enterprise across operations, technology and ways of working, run under scaled-agile governance, and to prepare the business so that it could be sold on strong fundamentals. This charter sets the mandate, scope and the governance that held it together.
2. Rationale
The business ran on manual planning, siloed teams and no shared cadence. Ordering and inventory decisions were made on experience rather than data, tying up working capital. Leadership wanted three things at once: run the operation better, modernize how teams delivered, and build the business toward an exit. Doing them separately would have taken years; running them as one governed program let them reinforce each other.
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