Representative work

Complex situations made governable.

Selected mandates are presented without client names to respect confidentiality. The operating problems, leadership model, and outcomes are representative of the work.

Carve-out · Healthcare

Separating a $2.2B regulated business without disrupting the operating core.

Situation: A complex regulated business needed to separate from its parent while maintaining continuity across technology services, operating dependencies, and third parties.
Mandate: Lead TSA governance and technology workstreams spanning infrastructure, applications, security, end-user computing, vendors, and standalone readiness.
Response: Established executive cadence, decision rights, risk ownership, readiness criteria, and cross-workstream priorities to coordinate seller, buyer, and vendor teams.
Outcome: The program gained a controlled path from transaction close through transition services and independent operations, with critical dependencies and decisions kept visible.

Acquisition integration · Financial services

Moving a cross-border acquisition off transition services on a six-month clock.

Situation: A financial-services acquisition faced a compressed TSA window and interdependent work across the UK and United States.
Mandate: Direct delivery across identity and SSO, device rollout, network and data center, reporting and data, content migration, and security.
Response: Converted the TSA deadline into an accountable workstream plan, exposed cross-tower dependencies, and drove decisions across corporate and acquired-company teams.
Outcome: Leadership maintained a clear view of readiness and risk from close through exit while the operating environment moved toward the buyer's standards.

IT transformation · PE-backed distribution

Rebuilding IT execution while lowering vendor cost by approximately 15%.

Situation: A growing distribution platform needed stronger technology leadership, a modern operating foundation, and better visibility into performance and cost.
Mandate: Serve as interim CIO, stabilize delivery, modernize infrastructure, improve reporting and automation, and reset vendor performance.
Response: Aligned the technology agenda to business priorities, rationalized the vendor base, introduced a pragmatic modernization roadmap, and strengthened data-led planning.
Outcome: The organization improved execution discipline while reducing vendor cost by approximately 15% and building a stronger data and automation foundation.

Every mandate is different. The need for clear ownership is not.

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