Operations leadership · EMEA · SSC / GBS / BPO
I make decisions about priorities, resources and how EMEA operations work. I align markets and functions around the business goal. I listen to the people doing the work, examine the data and decide what needs to change — taking responsibility for cost, service quality and business continuity.
Responsibility for operations or a defined change — from the business goal through to execution.
When to get in touch
I agree priorities across markets and functions. I establish who makes each decision, who is accountable and when escalation is needed. The business can act as a whole, rather than pass problems between departments.
I examine the actual work, including what reports leave out. I use that evidence to decide what to simplify, remove or organise differently. This gives the business a sound basis for decisions about workload, cost and resources.
I lead transfers and reorganisations while services remain in operation. I bring together receiving-team readiness, clear ownership and risk decisions. The goal of the change and existing commitments to customers remain part of the same plan.
My decisions and their business value
I take responsibility for choosing a direction, aligning functions around it and seeing it through. These examples show decisions about the cost of work, service continuity and accountability for a shared result.
01London Stock Exchange Group
Senior Manager · Order Management & Master Data EMEA · 2023–2025
02London Stock Exchange Group
Senior Manager · Order Management & Master Data EMEA · 2023–2025
03Arrow Electronics
Service Delivery Manager · EMEA · 2021–2022
04Arrow Electronics
Service Delivery Manager · EMEA · 2021–2022
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Let’s discuss your operationsHow I lead
I consider the wider business and make decisions. I listen to different perspectives, set clear boundaries and develop managers’ judgement. I create the conditions for people to understand the goal, raise problems and take responsibility for their contribution.
I consider customers, service quality, resources, cost and risk together. I align direction across functions and intervene when one area’s priorities undermine the whole.
I draw on the knowledge of the people closest to the work. I combine open discussion with decisions, accountability and consistent follow-through.
I help managers translate business goals into measurable expectations, use data and handle difficult conversations. Support and accountability for results are part of the same responsibility.
I don’t paper over problems.
I name the problem directly, listen to people and make a decision. I want to know what we will change in practice and how we will tell whether it has helped the business.Leadership in practice · London Stock Exchange Group
I taught managers to analyse workloads, draw conclusions and justify decisions. Each prepared their own report, and we compared perspectives in team meetings. We agreed what data we needed for decisions while keeping room for different ways of thinking and presenting findings.
We translated business goals into specific actions and measurable expectations. At reviews, we asked what to continue, change or stop doing. We also practised performance conversations and feedback. Development meant greater independence and accountability for results.
From work close to the customer and process to leading operations through managers.
50+ people through five managers; operating model, cross-functional work and Metrics Office.
Hardware and software distribution, transfers, customer and vendor operations, process harmonisation and the business side of the Salesforce Order Management rollout.
Banking operations and documentation; coordinated approximately 30 colleagues when covering for a supervisor.
Demand forecasting and stock-order coordination for six NHS warehouses.
Built a business from scratch: clients, staffing, costs, service quality and day-to-day operations.
Current practice · since January 2026
Through Independent Practice, I am developing Operational Noise Index and Human Ready AI. I define requirements, decision rules and acceptance criteria, then test changes in my own work.
Business Trainer · IES / Business Coach · ICI–IES / Design Thinking Moderator
Approaches I am developing
Recurring organisational problems led me to develop two methodologies: diagnosing the cost of operational friction and preparing people to work with AI.
01 · Operational diagnostics
Waiting for decisions, rework and unclear ownership have a cost. I am developing ONI to bring these signals together and — with appropriate data and explicit assumptions — estimate their impact on work and money. The aim is to make the case for which change to fund first.
In development and testing in my own work.02 · Human–AI collaboration
I start preparing people and organisations for AI with the goal, real tasks and accountability. I am developing an approach that connects collaboration rules, shared language, continuity of agreements and verification of results.
Observe → assess → test on a real task → adjust → repeat.
Sharing experience
On the gap between implementing a tool and preparing people to work with it.
Event
Sharing experience in leading people, making decisions and developing a professional path.
Organiser’s photo reportNext step
Tell me what the business wants to achieve and what is holding it back. We can discuss the scope of responsibility, the decisions needed and the conditions for making change work.
Speaking or a workshop? Get in touch ↗