Large-scale transformation. Operating model redesign. Technology programmes meant to shift performance, not just modernise it.
Some worked. Many did not.
Over time, the pattern became clear.
Most organisations do not fail because they lack strategy, funding, or intent. They fail because the operating model underneath the ambition was never designed to carry it.
The system becomes harder to steer.
I step into organisations at the point where something important is already underway, but not working the way it should.
Sometimes that is an AI agenda that is not translating into value. Sometimes it is a transformation programme that has lost coherence.
The common thread is not the topic. It is that no one is holding the system together end to end.
AI governance, operating model design, and transformation advisory across financial services and enterprise clients. Engaged as interim CIO, CDTO, or transformation lead during leadership transitions or major change programmes.
Directed IBM Consulting's banking and financial services practice across Australia and New Zealand. Restructured go-to-market approach and designed sector turnaround strategy.
Led IBM's Digital Banking and FinTech practice globally. Increased revenue by over 330% in four years leading IBM's global front-office transformation for banking and financial services.
Led business architecture for insurance and investment management. Key driver in launching a new bank from inception. Delivered multi-year transformation roadmap for the pensions business.
Reduced unplanned IT initiatives by 65% in six months. Governance programme operated under Federal Reserve scrutiny.
Guest speaker at Ivey Business School and other leading executive education programmes. Bringing real-world complexity into the room without stripping out the nuance that makes it useful.
The issue is that their structures do not support it. If you are dealing with AI, transformation, or structural change that is not delivering as expected, it is worth a direct conversation.