How I help
Ways to work together
AI where it earns its place, and the customer, operating-model and programme work that makes any change stick. An experienced leader in seat when you need one, or a fixed-scope piece of work when you need an answer. Either way, the customer journey is the starting point and adopted, measured change is the finish line.
01 · Interim leadership
AI, CX and transformation leadership, in seat
For when you need someone to own the roadmap, lead the delivery and stay until it works, without waiting months to recruit.
Roles I take on: AI Transformation Lead, Transformation Director, Customer Experience Director, Head of Product or Digital Product Director.
What I do
- Agree the business problems worth solving and the measures of success with your executive team
- Lead internal specialists and partners through one delivery model, with clear decision rights
- Redesign the journeys and the work around them, so people actually change how they work
- Track benefits with business owners and Finance, and recommend where to expand, change or stop
Accountable for
The roadmap, delivery coordination and benefits tracking. Investment and commercial decisions stay with your sponsor.
02 · AI · Fixed scope
AI and customer journey diagnostic
For when you know AI should be doing more, but not where it would make the biggest difference to customers and colleagues, or what to do first.
What I do
- Walk your most important journeys myself and watch customers and colleagues use them
- Talk to a cross-section of the business, from the executive team to the front line
- Review data foundations, governance, current pilots and the licences you already pay for
What you get
- Journey maps with the friction points and what they cost
- A maturity baseline your leadership team can align around
- A ranked set of use cases, each with an outcome, a pattern, a baseline and an owner
- A roadmap in sequence: trust first, then repeatable delivery, then scale
03 · AI · Fixed scope
Use-case proof sprint
For when you have a priority use case, or a pilot that never made it into daily use, and want evidence rather than another demo.
What I do
- Design the changed journey with the people who run it
- Choose the least autonomous pattern that does the job, starting with tools you already license
- Lead your team or partners through build and testing against an agreed release gate
What you get
- A working solution in controlled use
- A scorecard against the baseline: adoption, quality, cost and benefit
- A clear recommendation to expand, improve or stop
04 · Customer experience · Fixed scope
Customer journey design and CX recovery
For when customers and frontline teams are telling you something is broken, but the fixes keep getting stuck between functions.
What I do
- Use the product myself and observe customers and service in the real operation
- Run co-design workshops across disciplines, so the people who run the journey own the answer
- Build clear problem and opportunity statements, prioritised by desirability, feasibility and viability
What you get
- An end-to-end journey map and a shared definition of good
- Problem and opportunity statements ready for investment decisions
- A recovery roadmap: what will change, what won’t, and when
05 · Transformation · Fixed scope
Programme and operating model recovery
For when priorities compete, ownership is unclear, platforms overlap and the spend isn’t paying back.
What I do
- Diagnose quickly: observe the work, listen to the teams and map dependencies across customer, commercial, data and technology
- Agree what good looks like with sponsors, then reset the roadmap
- Define decision rights, ownership, prioritisation and value tracking with Finance
What you get
- One sequenced roadmap, with funding and delivery capacity agreed
- An operating model sized to your maturity: enough structure to deliver, no more
- Benefits measured and reported
When to bring me in
Common starting points
An AI mandate without a roadmap
The board wants a plan. You need one that connects to growth, margin or service, not a list of tools.
Pilots and licences that never reach daily use
Plenty of experiments and Copilot seats, little in daily use, and no clear view of readiness or risk.
Customer experience slipping
Complaints, repeat contact and cost to serve rising faster than anyone can fix them.
Journeys that have fragmented
Growth, acquisition or new channels have left customers and colleagues working around the gaps.
A programme that has stalled
Delivery slipping, ownership unclear, and an operating model that isn’t working.
A leadership gap
A role is open or a programme has lost its lead, and you can’t wait for a permanent hire.
Working together
Simple to start, clear on outcomes
It starts with a 30-minute conversation about the problem and whether I’m the right fit. If it is, you get a one-page scoping note covering outcomes, approach, timing and cost. From week one I’m in the work with your customers, teams and operation, not advising from a distance, and I finish with a clean handover.
| Engagements | Interim roles or defined projects |
|---|---|
| Status | Limited company, outside IR35 |
| Base | Edinburgh; remote or hybrid across the UK |
| Fees | Fixed fee or day rate, on request |