Almost Three Decades Across Markets and Sectors

Context

The construction and manufacturing sectors in the early 2000s relied heavily on manual estimating and tendering processes. Errors were common, turnaround was slow and the data generated by the process was rarely captured in a usable form.

Challenge

To design, build and deploy a software system that could handle the complexity of construction and manufacturing estimates — and to do so as a small founding team with limited resources, no established client base and no prior product.

Role

Co-founder. Responsible for business development, coordination of the development team and direct client implementation. Also involved in product definition and the commercial model.

Approach

We started with the process, not the technology. Before writing a line of code, we mapped how estimating actually worked in the sectors we were targeting — the inputs, the decision points, the outputs and the downstream uses. The system was designed around that process, not the other way around. Implementation was hands-on: we worked directly with clients to configure the system, train users and resolve issues in real time.

Result

A working product, deployed with clients in the construction and manufacturing sectors. The business generated revenue and provided a foundation for subsequent professional development in systems implementation and procurement technology.

Context

A large UK organisation with significant indirect and direct spend was operating procurement through fragmented, largely manual processes. Sourcing was inconsistent, spend visibility was limited and the accounts-payable function was generating significant overhead.

Challenge

To design and deploy an e-sourcing and Buy-to-Pay programme that would standardise procurement processes, improve spend visibility and reduce the cost and time associated with sourcing and payment cycles — while managing the organisational change required to make the new processes stick.

Role

Procurement transformation lead. Responsible for programme design, technology configuration, stakeholder engagement and implementation management.

Approach

The programme was structured in phases: process mapping and gap analysis first, then technology configuration, then piloting with selected categories before broader rollout. e-RFx and e-auction capability was introduced alongside Oracle purchasing and accounts-payable implementation. Stakeholder engagement was treated as a workstream in its own right — not an afterthought — because the technology would only deliver value if the people using it understood why the process had changed.

Result

Improved spend visibility, reduced sourcing cycle times and a more consistent procurement process across the organisation. The Buy-to-Pay implementation reduced manual intervention in the accounts-payable function and improved supplier payment performance.

Context

A major healthcare facility in the UAE was in the mobilisation phase — moving from construction and commissioning into operational readiness. The procurement and supply-chain function needed to be established, staffed, process-enabled and operational before the facility opened.

Challenge

To mobilise a procurement and supply-chain function from first principles within a defined programme timeline, then manage the transition from mobilisation into steady-state operations — while operating within a complex, multi-stakeholder environment with significant regulatory and clinical requirements.

Role

Procurement and supply-chain leadership. Responsible for function design, team mobilisation, process implementation, supplier engagement and the transition to steady-state operations.

Approach

Mobilisation was structured around three parallel workstreams: people (team structure, recruitment, onboarding), process (procurement frameworks, approval authorities, contract management) and systems (technology configuration, data migration, integration with clinical and financial systems). The transition to steady state was planned from the beginning of mobilisation — not treated as a separate phase — so that the function was designed to operate independently from day one of live operations.

Result

The procurement and supply-chain function was operational at facility opening. Supplier contracts were in place, the team was trained and the processes were embedded. The transition to steady state was managed without significant disruption to clinical operations.