From strategy to execution, with the same hands

Partner  spent 23 years inside Fortune 500 enterprises building data and AI capability, including seven years leading enterprise data and AI strategy at a financial services group. She designed both the enterprise AI strategy and the data foundations strategy that underwrote it — a multi-year programme that put the architecture in place before any flagship AI use case was announced, and that the board judged on the durability of the foundations rather than the headlines that followed. At Elevarion she leads the Data and AI Foundations practice and the firm's most demanding engagements where AI ambition has outpaced the data underneath it. She writes occasionally on the unromantic discipline of data foundations — and the cost of skipping them — and is based in London.

Partner spent twenty-five years advising boards and chief executives across the financial services and industrial economies — including thirteen years as a Senior Partner at one of the global strategy houses, where he/they led the firm's board advisory practice for Europe and the Middle East. The work spans investment banking, wealth management, insurance and reinsurance, professional services, energy, defence, consumer goods, construction, and transport — including direct counsel to the chairman of a tier one consumer goods group through the post-pandemic restructuring of its global supply chain, and to the chair of a global reinsurer through a £4.5 billion cross-border acquisition. At Elevarion he leads the Board Advisory practice, on standing retainer to chairs, audit committees, and chief executives across the firm's most consequential relationships. He  writes occasionally on the role of the board in major technology decisions — and the quiet danger of delegating too much of it — and currently serves as a non-executive director on two private company boards.

Partner spent twenty years leading enterprise-scale transformation programmes across HR, sales, operations and finance — including eleven years as a Managing Director at one of the global consulting firms, where he held P&L responsibility for the firm's transformation delivery practice across Northern Europe. He led the architecture and programme governance of a £600 million multi-year transformation at a FTSE 100 industrials group — covering Workday HR, S/4HANA finance and operations, and the consolidation of seven regional sales platforms into a single commercial backbone, delivered on time, on budget, and against the commercial case the board had approved at gate one. At Elevarion he  leads the Transformation Programs practice, with responsibility for the firm's largest engagements — particularly those where the original transformation has stalled and a board-trusted reset is required. He writes occasionally on why most large transformations fail quietly rather than loudly — and on the discipline of stopping a programme before that happens.

Partner spent twenty-two years inside the operational reality of cross-border integration — including ten years as a Partner at one of the global transaction services firms, where He led the M&A integration practice for financial services and industrials across Europe and Asia. He has led integration on more than thirty closed transactions, including a $3.3 billion cross-border merger in the European banking sector through Day-1 cutover, Day-100 stabilisation and Day-365 value realisation, and the carve-out and stand-up of a $1.8 billion industrial division for a global engineering group. At Elevarion he leads the M&A Integration practice, advising acquirers and acquired alike from pre-deal technology due diligence through Day-1 cutover and into the integration phases the synergy spreadsheet rarely accounts for. He writes occasionally on why most acquisition value is destroyed in the integration rather than the deal — and on the unglamorous decisions that determine which deals survive their first year.

Partner spent twenty years inside the global enterprise platform economy — including nine years as a Senior Director at one of the major systems integrators, where she led complex multi-platform engagements spanning SAP S/4HANA, Salesforce, and the data and integration layers that connect them. She led the technology architecture and vendor selection for a £1.4 billion replatforming programme at a FTSE 100 financial services group — replacing a fragmented Salesforce estate with a single global commercial backbone, aligning it with the SAP finance core that underpinned the business, and has since chaired the technology steering committee on three subsequent large-cap transformations. At Elevarion, she leads the Technology Advisory practice, advising boards and CIOs on the platform decisions that shape the next decade — vendor selection, architecture review, implementation governance, and the disciplined art of saying no to vendor-led recommendations. She writes occasionally on the cost of vendor capture in enterprise technology decisions — and on what genuine vendor independence looks like when commercial relationships are at stake.

Partner spent twenty years inside the application portfolios of global enterprises — including nine years as a Director at one of the global advisory firms, where he led the firm's portfolio rationalisation practice across financial services and consumer goods. He led the consolidation of a 1,400-application estate at a FTSE 100 banking group — reducing it to 380 strategically chosen platforms over four years, unlocking £210 million in annual run-cost savings and a target architecture that the chief architect's team could actually defend. At Elevarion, he leads the Portfolio Consolidation practice, working with boards and CIOs whose application landscapes have grown beyond any single person's understanding — and producing the inventory, the target, and the funded migration plan that brings them back into focus. He writes occasionally on why most portfolio consolidation programmes never finish — and on the discipline of choosing what to retire before choosing what to build.