Success is measured in outcomes, not deliverables

analyst agents running on live portfolio monitoring

Monitoring tools connected to semantic search and analyst agents through RAG pipelines and embeddings, so deal and monitoring teams query the portfolio directly instead of commissioning a report.

less research time for analysts on early-stage screening

Market, portfolio and third-party sources amalgamated into one platform, so deal teams could evaluate a prospect without rebuilding the picture by hand each time.

AI tools embedded inside People and Talent processes, not bolted alongside them

AI-enabled tooling built into everyday people processes across EMEA, judged on employee experience and engagement rather than rollout completion.

first generative AI use cases initiated in Finance, Financial Crime and Risk

Started inside a regulated bank, with senior leaders educated on both the potential and the limits before anything was deployed.

requirements mapped across 16 departments before a line of architecture was drawn

A whole-bank discovery, funded at £0.75M, that became the evidence base for the enterprise data strategy. No assumptions, no vendor-led shortcuts.

core source systems into a governed cloud data stack, built from zero

CRM, finance, IR, tax, HR, portfolio and debt systems through batch, event-driven and streaming ELT into a lake, warehouse, integration hub and visualisation layer, with strategy, board approval and budget from a standing start.

front, middle and back office finally agreeing what a client is

Client, product, portfolio and transaction defined once across Investments, Risk, Finance and Technology, removing the ambiguity that had been distorting performance and regulatory reporting.

core transition sequenced against SM&CR, FCA, PRA and EBA expectations

A seven-year roadmap covering data architecture, cloud and SaaS replacement, built with departmental heads and vendors and aligned to the regulators from the first draft.

saved per year by scoping the system before buying it

A scoping exercise reset the project approach and structure, taking recurring cost out of global payroll integration while digitalising the function.

portfolio KPI reporting, replacing a manual monthly cycle

Fully automated performance reporting gave the C-suite an immediate snapshot across a diverse portfolio, improving MI and regulatory reporting speed and accuracy at the same time.

operating model designed to fit through an IPO and later through acquisition

Defined during the spin-out from the parent company and carried through the acquisition, with the business model redesigned as the business changed shape twice in three years.

employees across 15 countries onto one platform, and actually using it

Co-led a €3.5M global transformation delivering Workday and redesigned processes, accountable for organisational alignment, change management and budget. Adoption was a workstream, not a hand-off at go-live.

deal team members onboarded onto new analytics tooling, with usage tracked

Virtual training, curated content and usage monitoring turned a tooling rollout into measured adoption across the firm.

reduction in time to hire, through smarter internal mobility and AI-assisted tooling

Matched sector-leading hiring efficiency whilst scaling headcount by over 300 people year-on-year, without increasing agency dependency.