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Selected work

Case
studies.

Enterprise implementation, adoption in a second organisation, technology advice and stronger training outcomes. Each example sets out the problem, my contribution and what changed.

The enterprise system and strategy redesign describe two contributions to the same programme. The specialist adoption, advisory work and training examples show how I apply that experience in other settings.

01 / Enterprise system design

Releasing leadership capacity through usable insight.

My role
System and information design, governance, delivery leadership and adoption
Context
A large, complex UK public-service organisation
Role held
Strategy & Implementation Lead · 2023–present

400+

Users directly trained for adoption

Workforce served by the framework
46,000+
Permission environments
17
Annual records — design capacity
30,000+

The challenge

Operational knowledge was dispersed across inconsistent sources. Senior leaders relied on monthly meetings to collate information they needed to manage their responsibilities. The organisation needed usable insight across different permission environments, without adding to an already stretched workforce’s burden.

What I did

I translated operational needs into workflows, data structures and governance processes for an enterprise learning and operational insight capability. I designed audit, assurance, data ownership and access controls into the system so information could be organised, queried and used by the people who needed it.

I designed administrative provision that enables the system to grow and adapt with users’ changing business needs. I worked with forward deployed engineers to turn my workflow and governance designs into a deployable Power Platform product, which I then implemented.

Making adoption sustainable

I personally developed the enterprise system’s training package and directly trained more than 400 users. Its train-the-trainer element enabled the organisation to continue rollout independently of me and maintain enough qualified personnel to sustain the capability.

The outcome

By the last known count, 20 monthly leadership meetings had been cancelled because the system made their data-collation function unnecessary. Each involved 12 attendees for 90 minutes. Their removal released 360 staff-hours a month, equivalent to 4,320 hours a year on an annualised basis.

Accessible, queryable insight improved the accuracy of operational planning, helping reduce risks to the public, personnel and organisational reputation. Leaders had less collation work and a stronger basis for managing responsibilities and allocating work across a stretched workforce.

The strategy and system also enabled a department to create, sustain and evidence the improvement needed to leave enhanced external scrutiny.

The framework secured organisation-wide adoption in an organisation with more than 46,000 personnel. The model was subsequently adapted and adopted by a specialist national organisation; similar public-sector organisations across the country have also sought the design.

Related work: the strategy redesign
02 / Strategy redesign

Rebuilding the strategy behind organisational learning.

My role
Strategy ownership, governance and organisation-wide adoption
Context
Recovery of a stalled enterprise programme

Programme recovery

From a stalled programme to organisation-wide adoption.

Strategy, ownership and implementation brought together

The challenge

I took sole ownership of the strategy and recovery of a stalled enterprise programme. It needed a coherent direction, clear governance and a delivery model that could work across operational, leadership and specialist functions.

What I did

I redesigned the strategy, governance and implementation model for organisational learning and operational insight. The work connected different parts of the organisation around a shared approach to collecting, managing and using organisational knowledge.

I focused on ownership and adoption: how the capability would be governed, how responsibilities would be carried through the organisation and how the strategy would translate into day-to-day use.

The outcome

The framework secured organisation-wide adoption and gained national recognition. Senior leaders spent less time collating information while gaining a clearer basis for managing their responsibilities and assigning meaningful work within a stretched workforce.

The strategy established how learning would be owned, governed and used in day-to-day decisions. Alongside the enterprise system and its training package, it created a capability the organisation could sustain. The model was subsequently adopted beyond the original organisation.

Sustained improvement under external scrutiny

A department under enhanced external scrutiny needed to improve and demonstrate that its improvement could be sustained. My strategy and system enabled it to create, sustain and evidence that improvement. The department subsequently exited the additional scrutiny.

The senior leader responsible for the department directly credits my work as a key contributor to that success.

Related work: the enterprise system
03 / Proof of concept

Adapting a proven capability for a specialist setting.

My role
Capability design, governance adaptation and implementation leadership
Context
A specialist national counter-terrorism organisation operating within a wider national structure

Outcome

Successful proof of concept.
Full organisational adoption.

The model transferred to a different operating environment

The challenge

A specialist national organisation approached me after hearing about my enterprise knowledge-management work. Its leaders wanted the same capability, but questioned whether it would fit a compact organisation operating within a much wider national counter-terrorism system.

The central challenge was to preserve the value of an integrated local capability while respecting the strict separation required for more sensitive information.

What I did

I adapted the information structure, governance and workflows for the organisation’s operating model, making critical changes to permissions, administrative functions and training delivery.

I established a clear boundary between OFFICIAL-SENSITIVE information, which could be managed in the locally integrated system, and SECRET and TOP SECRET information, which remained in existing national systems. This created a practical, governed way to capture, assure and use the information that could appropriately sit within the local capability.

The outcome

The proof of concept demonstrated that the approach could work in this specialist setting and led to full adoption by the organisation. It showed how a common knowledge-management model can be adapted without compromising the safeguards demanded by a sensitive operating environment.

04 / Responsible technology advisory

Operational insight for technology decisions.

My role
Consultant, advising executives and product teams
Organisation
Axon Enterprise
Period
2021–2025

Advisory impact

Reduced community risk.
Stronger market fit.
Public trust.

Connecting product design with its consequences for people

The challenge

Planned technology designs could affect deploying teams and the public in ways that were not obvious from product specifications. Understanding those effects, including disproportionate impacts on minority communities, mattered to responsible adoption, public trust and suitability for UK and European markets.

My contribution

I advised Axon Enterprise’s executives and product teams on AI-enabled products, generative AI, drones and evidential data. I educated senior leaders about how their proposed products would interact with the workforce deploying them and the communities intended to benefit.

By making those interactions and risks visible during design discussions, I connected operational experience, evidential requirements and community impact with product and deployment decisions.

The outcome

My advice helped mitigate adverse impacts on minority communities from planned technology designs. It strengthened the products’ suitability and appeal in UK and European markets and supported greater public trust.

The contribution was to product design and responsible adoption: bringing the consequences for people into senior-level decisions before deployment.

05 / Training improvements

Helping people succeed in demanding training.

My role
Programme design and instructional leadership
Context
Specialist national training pathways

>2×

Success rates more than doubled

The challenge

Demanding national training pathways needed stronger support for learners, alongside a more coherent instructional team. The opportunity was to connect how people learn with the realities of work where performance has serious consequences.

What I did

I designed and launched a specialist development programme informed by behavioural science, psychology and operational research. It brought together alternative training methods and support tailored to how people learn.

I also rebuilt a fragmented instructional team, clarifying accountability and delegating leadership. That connected the design of the programme with the people responsible for delivering it.

The outcome

Success rates more than doubled across specialist national training pathways. The work brought learner development, evidence-based training design and instructional leadership into one improvement effort.