Your strategy needs to become an executable plan
Priorities are agreed, but investment, ownership and delivery remain unresolved. I turn the direction into a funded portfolio with clear accountability.
EXECUTIVE CONSULTANT & TRANSFORMATION LEADER
Clear investment decisions. Accountable transformation.
I help boards and executive teams decide what to fund, change or stop, then lead delivery across technology, operations and commercial performance.
I bring more than 30 years of experience, combining independent consulting with executive responsibility for multinational businesses, major programmes and critical operations.
Executive advisory · Interim leadership · Programme direction
PROFESSIONAL BACKGROUND
An executive background across consulting and operations.
My career began in investment banking, supporting trading floors at UBS and JPMorgan before moving into global product support leadership at Credit Suisse. I then led Storage and Hosting across EMEA for Barclays Capital and Wealth Management.
From banking, I moved into technology services as EMEA Head of Portfolio Services at Colt Technology, followed by EMEA Head of Technology at CBRE, with responsibility for a £55m budget, 120 people and 27 countries.
I founded Evangelize Consulting to help executive teams decide what to change, build the commercial case and lead delivery. I also created the Evangelize Performance Fabric (EPF), connecting evidence, decisions and execution through a structured approach to enterprise performance.
Credentials include Certified TBM Executive, Management of Portfolios Practitioner, PRINCE2 Practitioner and PRINCE2 Agile Practitioner.
WHEN TO INVOLVE ME
When the business needs a clear decision and accountable delivery.
Transformation is slipping or losing credibility
Milestones move, costs rise and confidence in the benefits weakens. I establish what is recoverable, reset commitments and take control of delivery.
Costs are rising without a clear explanation
Spend is visible, but its relationship to demand, consumption and business value is not. I establish what drives the cost and where action will deliver sustainable savings.
Your operating model is holding back performance
Unclear ownership, fragmented services or supplier boundaries create delays and duplicated effort. I redesign responsibilities and service delivery around what the business needs.
An acquisition or separation needs accountable leadership
Technology, services and transition dependencies threaten the deal timetable or business continuity. I lead the programme through integration or separation, including operational readiness.
You need experienced executive capacity
A leadership gap or critical programme needs someone who can assess the position quickly, work with the executive team and remain accountable through execution.
SELECTED EXPERIENCE
Executive responsibility. Real-World results.
Evangelize
Founder | Executive advisory and transformation delivery
Founded Evangelize to advise boards and private-equity sponsors on investment priorities, cost performance and enterprise transformation, with accountability from business case through delivery. Created EPF to connect evidence, decisions and execution. Own the firm’s propositions, client relationships, pricing and delivery performance.
CBRE
EMEA technology leadership | Commercial growth and portfolio ownership
Led a £55m technology function spanning 120 people and 27 countries, directing investment and delivery across five business lines. Built a client-facing consulting capability generating £3.2m in annual external revenue and delivered CBRE Vantage’s 25-product PropTech portfolio. Assessed technology risk and integration dependencies across multiple acquisitions.
Colt Technology Services
EMEA business turnaround | Profitability and service economics
Appointed to turn around a managed services and hosting business across 12 countries. Directed a £23m transformation that restored profitability and reduced hosting costs by 20%, delivering £6.4m in annual savings. Restructured infrastructure, challenged service viability and renegotiated suppliers while repositioning the business for enterprise cloud services.
Hiscox
Technology financial management | Cost transparency and investment control
Identified £3.2m in sustainable savings through Technology Business Management, consumption analysis and supplier rationalisation. Connected technology spend to business demand and service economics, giving leadership an evidenced basis for cost reduction, supplier decisions and stronger financial governance.
Aldermore Bank
Enterprise portfolio leadership | Investment prioritisation and execution
Led a 34-initiative transformation portfolio, determining priorities against business value, delivery capacity and dependencies. Strengthened benefit ownership and executive decision-making as priorities changed. Delivered £2.8m in annual savings and a 12% cost reduction.
Wella / KKR
Private-equity-backed transformation | Manufacturing continuity and financial performance
Directed a €50m SAP S/4HANA transformation across live European manufacturing plants, maintaining operational continuity through dual-run capability. Delivered a 15% reduction in production costs and €7.5m in annual run-rate savings while strengthening financial controls.
Earlier leadership roles at Barclays Capital (EMEA Head of Storage and Hosting), Lloyds Banking Group (Head of Internet Application Delivery) and Credit Suisse (Global Head of Product Support) add experience of banking integration (Barclays Capital Equity Trading Floor productionisation), critical infrastructure (JPMorgan ) and global trading operations (BZW/Barclays Capital/Wealth).
Download my CV for the full career and programme history.
EXPERTISE
What I bring to the mandate.
Strategy, investment and portfolio decisions
Translate corporate priorities into business cases and investment choices. Establish what the organisation can deliver, the trade-offs involved and who is accountable for the benefits.
Cost, consumption and commercial performance
Connect demand, consumption, capacity and cost allocation using Technology Business Management. Assess supplier economics, pricing and margins alongside savings opportunities, so commercial commitments reflect the cost of delivery.
Operating models and service transformation
Redesign service boundaries, processes, sourcing and decision rights. Make ownership clear across business functions, technology teams and suppliers, with measures that show whether the service works for its customers.
Technology, digital products and AI
Direct enterprise platform and digital change from investment case through implementation and adoption. For AI, assess the use-case economics, data dependencies, operating ownership and controls required for ongoing use.
M&A and private-equity-backed change
Assess technology exposure and integration dependencies, then organise platform consolidation, operational readiness and post-acquisition change around the investment case and continuity of the business.
Programme recovery, governance and resilience
Bring control to delivery across functions, countries and suppliers. Establish decision points, escalation, testing and readiness requirements, with clear responsibility for delivery risk and service continuity.
HOW I WORK
Advice grounded in responsibility for delivery.
Establish the position.
Test the business case against actual costs, service performance, delivery capacity and risk. Separate verified evidence from assumptions and identify the decisions that cannot wait.
Make the choices explicit.
Set out the options, economic consequences and delivery dependencies. Agree what will change, what will stop and who has authority to decide.
Lead the work through.
Translate the agreed direction into a sequenced plan with accountable owners. Work across business, finance, operations, technology and suppliers to resolve obstacles and maintain control.
Check the result.
Track financial and operational benefits against the agreed baseline. Adjust the intervention where the evidence changes, and establish ownership for sustained performance.
EVANGELIZE + EPF
A structured method behind the work.
I created EPF to support enterprise decisions across strategy, cost, services, technology and execution. It helps structure the evidence, economic choices and accountability behind an engagement, while keeping the focus on the client's business problem.
Start with EPF-Core when evidence is weak. Move to EPF-Cost IQ when the organisation needs repeatable cost intelligence. Use EPF-Fusion when the solution requires enterprise architecture across functions, governance, technology, and behaviour.
Explore Evangelize ConsultingEPF PRODUCT OVERVIEW
Baseline, intelligence, or full enterprise architecture.
Each EPF product has a different job. The right choice depends on how much clarity already exists, how complex the enterprise problem is, and whether the organisation needs a diagnostic, a management system, or a transformation architecture.
Baseline assessment and optimisation review
EPF-Core
Find the truth before you fund the fix.
EPF-Core creates a structured view of what exists, what it costs, who owns it, where decisions are stuck, and which optimisation opportunities are safe to pursue first.
BEST FOR
Enterprises that need a fast, credible baseline of technology cost, ownership, governance, and optimisation potential.
Cost intelligence and accountability platform
EPF-Cost IQ
Turn cost reporting into decision management.
EPF-Cost IQ converts cost information into an operating system for financial control, consumption behaviour, service ownership, and executive decision cadence.
BEST FOR
Enterprises that already have cost data but lack decision accountability, consumption visibility, or trusted management reporting.
Tailored enterprise solution architecture
EPF-Fusion
Solve the problems that do not fit into one workstream.
EPF-Fusion designs an integrated response where the issue cannot be solved by a single dashboard, diagnostic, operating model change, or cost reduction programme.
BEST FOR
Complex enterprise problems involving strategy, economics, operating model, governance, technology, suppliers, AI, and behaviour at the same time.
Regulatory obligations and governance
EPF-Halo
Map compliance to operational reality.
EPF-Halo maps the regulatory obligations to your operational reality, names the owners, classifies the gaps, and produces a compliance position you can take to the board and the regulator.
BEST FOR
Enterprises facing regulatory change, compliance risk, or governance uncertainty who need a credible position to defend.
BENEFITS AND USE CASES
Apply EPF where cost, ownership, governance, and execution collide.
EPF-Core
BENEFITS
- Creates a cost and ownership baseline
- Identifies duplication, leakage, and unclear accountability
- Prioritises optimisation opportunities by value, risk, and feasibility
- Gives executives a decision-ready starting point
USE CASES
- Technology cost optimisation review
- Transformation due diligence
- Cloud, software, platform, or supplier cost review
- Pre-investment or pre-restructuring baseline
EPF-Cost IQ
BENEFITS
- Connects spend to services, owners, demand, and value
- Improves showback, chargeback, and cost accountability
- Supports governance cadence and executive performance reviews
- Creates repeatable visibility rather than one-off analysis
USE CASES
- Technology business management and showback
- Cloud economics and consumption governance
- Service costing and cost-to-serve visibility
- Transformation benefit tracking and cost control
EPF-Fusion
BENEFITS
- Integrates economics, governance, operating model, and execution
- Creates future-state options with clear decision trade-offs
- Aligns stakeholders around ownership, risk, and value
- Produces a roadmap that can move from design into delivery
USE CASES
- Enterprise operating model redesign
- AI adoption and productivity governance
- Complex transformation recovery
- Supplier, service, or commercial architecture redesign
EPF-Halo
BENEFITS
- Maps regulatory obligations to operational reality
- Names owners and classifies compliance gaps
- Produces a defensible compliance and governance position
- Integrates regulatory strategy with business decisions
USE CASES
- Regulatory change and compliance readiness
- Governance risk assessment and remediation
- Board and auditor position documentation
- Compliance roadmap and control design
WORKING TOGETHER
Engage me around the decision or the delivery mandate.
Executive consulting and advisory
For a defined business problem requiring senior assessment and intervention: a portfolio reset, cost review, operating-model redesign, investment case or transformation recovery.
Interim executive and programme leadership
For organisations that need an experienced leader to take responsibility for a technology function, transformation portfolio, integration or major programme.
I also consider permanent executive roles where the remit combines strategic direction with responsibility for delivery and performance.
I work with boards and executive teams as an interim leader, executive consultant or programme director. Engagements can address a specific decision, a defined transformation or a wider leadership mandate.
We agree the outcome, scope and authority at the outset, including the investment available and how success will be measured. I then work directly with your teams and suppliers, taking accountability for delivery and leaving clear ownership in place.
If you have a role or business challenge in mind, let's discuss what you need to achieve.
CONTACT
Discuss the mandate.
Tell me what needs to change, what is at stake and the timescale. We can establish whether my experience fits the work and the level of involvement required.
East Sussex, United Kingdom