Rightshoring, AI, operating model redesign, and process transformation. 150+ workstreams delivered across 18 markets.
I started my career in financial services compliance, managing operational teams at HSBC across the Channel Islands before moving into process improvement and operational excellence. As Operational Excellence lead on HSBC's European Transformation Programme, I delivered process and customer journey reviews that drove significant cost and efficiency savings across Europe.
That experience taught me that sustainable transformation is not about frameworks on slides. It is about understanding how work actually flows, where the friction sits, and what combination of people, process, location, and technology will shift performance permanently.
Today I work within CBRE, helping enterprise clients build and execute transformation business cases across real estate services and financial services. My approach is diagnostic first: data-led analysis, robust financial modelling, and honest challenge before any recommendation is made. Every engagement is built around quantified outcomes, not aspirational roadmaps.
Based in Krakow, Poland. Delivering globally.
Every engagement starts with understanding which combination of these levers will deliver the highest impact for your organisation.
Restructuring support functions and organisational design to align resources with revenue-generating activity.
Moving the right work to the right location, from go-to-market strategy through to operational embedding.
Evaluating, testing, and deploying AI tools that solve real operational problems: contract abstraction, chatbots, process automation.
End-to-end process reviews, redesign, and technology deployment that deliver measurable efficiency gains.
Quantified outcomes from recent transformation engagements. Each case study follows a consistent approach: diagnose the problem, model the options, deliver the outcome.
A major UK Advisory service line was operating with a fragmented support model. Executive Assistants and Personal Assistants were aligned to individual fee earners rather than pooled by capability, creating inconsistent service levels, high cost-to-serve ratios, and limited scalability. In parallel, high-volume administrative tasks including billing, job creation in the CRM, and anti-money laundering checks were being performed onshore by expensive resources despite being highly repeatable and rules-based.
Conducted a full current-state diagnostic across the support function, mapping every activity performed by EAs and PAs against complexity, volume, and proximity requirements. Built a data-driven operating model that rationalised support provision from individual alignment to a pooled, tiered model. Identified offshoring candidates using a structured scoring framework assessing task standardisation, language dependency, system access requirements, and regulatory constraints. Modelled the financial case for system integration between the billing platform and CRM to eliminate manual double-entry.
Delivered a multi-lever business case combining operating model redesign (pooled support), offshoring of billing, CRM job creation, and AML checks, and a system integration roadmap. Projected annual savings of over £800K with improved support ratios and faster turnaround for fee earners.
A US business unit was carrying a significant accounts receivable deficit driven by fragmented collection processes, unclear ownership between finance and operations teams, and a lack of automated escalation triggers. Aged debt was growing quarter-on-quarter with no structured intervention framework.
Ran an end-to-end process diagnostic mapping the full receivables lifecycle from invoice generation through to cash collection. Identified seven process failure points including missing escalation thresholds, duplicated effort between teams, and manual reconciliation bottlenecks. Facilitated C-suite workshops to align leadership on root causes and co-design the target-state process. Deployed technology solutions for automated ageing alerts and dashboard-driven prioritisation.
$1.5M reduction in outstanding receivables within the first cycle. Established a sustainable operating rhythm with clear ownership, automated triggers, and executive visibility through real-time dashboards.
European operations had accumulated a fragmented vendor landscape through years of decentralised procurement. Multiple suppliers were delivering overlapping services across markets with no consolidated view of total spend, contract terms, or performance levels. The result was significant cost leakage, inconsistent service quality, and limited negotiating leverage.
Built a comprehensive vendor spend database consolidating data across all European markets. Profiled each vendor relationship against cost, service scope, contract terms, and performance metrics. Developed a rationalisation framework that scored vendors on strategic fit, cost competitiveness, and consolidation potential. Modelled savings scenarios ranging from tactical quick wins through to structural consolidation.
Delivered business cases for vendor consolidation and process redesign that generated $1.2M in annualised savings. Reduced active vendor count significantly while improving service consistency and creating a sustainable vendor governance framework.
The London Valuation team was operating with a cost structure that constrained margin growth. High volumes of process-driven valuation support work were being performed onshore by senior-cost resources. A legacy ERP system was creating manual workarounds, and the organisational structure had not been reviewed against current workload patterns.
Conducted a full activity analysis across the valuation workflow, categorising every task by complexity, value-add, and location dependency. Identified a tranche of standardised support activities suitable for offshoring. In parallel, led the deployment of a new ERP system to eliminate manual workarounds and supported an organisational restructure to align team shape with the revised operating model.
15% increase in Share of Profit through the combined impact of offshoring lower-complexity work, reducing process waste via the new ERP, and restructuring the team to focus senior resources on revenue-generating activity.
A compliance review team responsible for non-personal entity reviews across the Channel Islands and Isle of Man was consistently underperforming against daily targets. Work was allocated generically without regard to case complexity or individual skill sets, team engagement was low, and there was no structured daily performance management rhythm.
Implemented a new operating cadence built around daily huddles to surface blockers, share performance data transparently, and build team accountability. Redesigned work allocation from generic distribution to a skill-based model, matching case complexity to individual capability and experience. Established clear daily targets with real-time tracking and introduced structured coaching for underperforming areas.
62% uplift in team output. 72-hour reduction in average application turnaround time. Achieved and sustained target performance through embedded ways of working rather than one-off interventions.
Real-world applications of AI that I have deployed or am ready to deploy in enterprise environments. Each use case is grounded in practical implementation, not theoretical capability.
AI-powered extraction of key terms, obligations, and renewal dates from property lease portfolios, replacing weeks of manual legal review with structured, auditable output.
Automated classification, data extraction, and validation of financial documents including invoices, statements, and compliance forms with exception-based human review.
Conversational AI handling tier-1 HR and IT queries, automatically routing complex cases to specialist teams and learning from resolution patterns to improve over time.
AI analysis of system event logs to discover actual process flows versus documented processes, identify bottlenecks, quantify rework, and recommend automation opportunities.
AI-generated management reports, KPI dashboards, and narrative summaries from raw operational data, eliminating manual spreadsheet assembly and reducing reporting cycles.
AI-driven analysis of vendor performance data, market benchmarks, and risk indicators to support rationalisation decisions and strategic sourcing.
Size your opportunity before we speak. Use these tools to estimate the financial case for transformation, scope engagement costs, or generate AI prompts tailored to your situation.
These are indicative estimates. Actual results depend on scope, complexity, and organisational readiness. Book a discovery call for a tailored assessment.
Investment ranges are indicative and depend on specific requirements. All engagements include a detailed scoping phase before commitment. Get a tailored quote.
Whether you have a specific transformation challenge or want to explore what's possible, I'd like to hear from you. Fill in the form below or book a call directly.
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