13 years designing target operating models, workforce plans and business architecture for organisational effectiveness, for organisations across Europe, North America and APAC, then seeing the change through until it actually holds. Extends through HR transformation, AI-enabled operating models and ERP-integrated delivery.
The integrative part: I sit across all four stages myself, rather than handing off between them.
Thirteen years split fairly evenly between two things that usually get hired separately: designing the operating model and business architecture an organisation needs (capability mapping, value chain design, spans and layers, governance and decision rights), and running the change programme that actually gets people into it.
I started at a Big 4 firm, spending eleven years moving from business analyst to manager on operating model, business architecture and change work for global clients, much of it inside major HR transformation and ERP technology programmes: SAP, Oracle and Workday rollouts, a combined SAP/Ariba/Salesforce transformation, an AI-driven supply chain automation platform. Since going independent I've taken on senior interim leadership roles, building a national charity's first enterprise change function, leading the operating model redesign behind a global gaming platform's shift to a federated regional structure, while running my own practice, Adaipt™, for shorter client engagements: target operating model and business architecture work for a UK professional membership body, a national advice charity and a UK retailer.
Where I add most value is the seam between the disciplines that usually get split across different people.
A lot of operating model and business architecture work gets designed by people who never have to land it, and a lot of change management gets bolted onto a structure someone else decided without input from the people who'll be managing the transition. I've sat on both sides of that gap enough times to know what breaks when it isn't closed, so I try to hold design and change together rather than hand off across it.
That same instinct is behind the technical side I'm building now: direct delivery capability in SAP BTP/CPI and Salesforce Agentforce, on top of real business-side exposure to both already through a Digital Core programme and a commercial operating model redesign, aimed at owning more of a transformation myself rather than handing the technical build to someone else and hoping it matches the design.
Capability mapping and assessment, value chain-based operating model design, spans and layers, governance and decision rights. Job architecture and role design included, not left for someone else.
Prosci-certified change management built into every design engagement, not handed off separately. Organisational readiness and change impact assessment through to adoption.
Lead change and adoption for SAP, Salesforce, Oracle, Workday and Dynamics implementations. Strategic workforce planning, succession and capability gap assessment, benefits realisation.
Design digital and technology-enabled operating models for AI-driven decision automation and process transformation, carried through to implementation, not left as a strategy deck.
Led the target operating model and business architecture behind a five-region shift from centralised to federated operations: capability mapping, governance and decision rights, value chain-based design for the commercial function. Standardised 65+ processes and built the transformation playbook now used to run the model, tracking toward £9m in value delivery.
View case study →Business architecture lead on 'Digital Core', a combined SAP S/4HANA, Ariba and Salesforce transformation across Finance, Procurement and Supply Chain, including business analysis across the SAP BTP integration layer connecting all three. Replaced three disconnected platform rollouts with one coherent operating model.
View case study →Operating model lead for an AI-driven supply chain automation platform spanning demand, inventory, orders, logistics and finance. Reduced reconciliation time from roughly two hours to 45 minutes per cycle and lifted inventory turnover by around 30% within three months, designing the governance model that made the shift to AI-driven decisions actually stick.
View case study →Designed the target operating model for a multi-site care-home network, including capability frameworks, succession and talent-risk planning, and the financial modelling behind a £1.4m improvement in the estate's position. Built the charity's first enterprise change function to carry the design through to adoption.
View case study →Led the governance and operating model design for a unified Finance, Tax and Supply Chain platform following the Hamburg Süd acquisition, including role-to-position mapping across four continents. Built the benefits realisation model that protected the value of the deal after go-live.
View case study →Reviewed digital and analytical operating structures across technology and commercial teams globally, mapping where analytical capability actually sat in the business against where it needed to be rebuilt. Delivered the review through to embedded adoption rather than stopping at recommendations.
View case study →An AI-powered platform to streamline change management journeys, from impact analysis to adoption tracking. Making transformation accessible, measurable and human.
