I have worked both sides of the table: as a former Global Managing Director at Accenture, leading industrial transformation delivery, and as a Group Vice President / Chief Project Officer in industry, accountable for global delivery governance, portfolio control and execution risk in complex international environments.
My work is usually close to delivery: ERP/MES execution, IT/OT governance, multi-site rollout, programme recovery and the operating routines required to make transformation stable.
I work best with industrial upper mid-cap companies, regulated manufacturers and complex business units where transformation has moved beyond strategy and depends on delivery discipline, decision clarity and operational evidence.
I take on selected interim leadership, steering committee advisory and longer-term executive roles where industrial transformation requires senior execution ownership, not just additional reporting.
That perspective shapes these notes. Transformation is not a concept. It is a system of decisions, ownership, operating cadence and measurable outcomes.
Transformation is not about labels. It is about leverage.
Most transformation programmes do not fail because the technology does not work. They fail because organisations cannot operate what they build. Yet, the best time to restore control is before a programme becomes a recovery case.
The following are short observations from industrial programmes – where strategy becomes systems, systems meet operational reality, and leadership is tested by the quality of its decisions.
They are written for situations where transformation is not failing loudly, but becoming harder to steer: ERP/MES rollouts, IT/OT integration, multi-site governance, post-merger complexity, regulated manufacturing, and industrial growth under operational constraints.
Some of these situations require recovery. Many require something earlier and more valuable: restoring clarity before drift becomes expensive.
A reverse chronological selection of public notes on industrial transformation, program recovery, governance and operating model discipline.