Providing advice to organisations and operators on designing, fixing, and scaling global supply chains — drawing on two decades leading them for Ericsson, Wyeth Pharmaceuticals, Canon, and Expro, across more than 30 countries spanning the Middle East, Africa, Europe, the Americas, and Asia.
Early in my career I learned the value of trust in people through leaders who took a chance on me — from my first EPC role, my first overseas assignment with Ericsson, and my entry into pharma. The knowledge and values they instilled gave me the confidence to take on new challenges and build successful teams. From single-country project roles, through multi-country management and regional leadership, to building supply chain capability across 21 countries, and ultimately a global corporate remit — traversing industries, cultures, and complex supply chains brought fresh perspectives and the opportunity to cross-pollinate best practices at every stage, applying cross-industry insights to build resilient, optimised networks. I'm truly grateful for each and every learning.
Project-focused, single-country roles — building a solid foundation of operational knowledge, structure, discipline, and quality on which to build on.
Management team responsibility across multi-country projects and teams, contract management and budget management, a secondment to corporate head office, and promotion into a first leadership role.
Regional role — new affiliate set up, establishing a function and a regional supply chain infrastructure from the ground up. Exposure to highly regulated manufacturing environments. Regional toll manufacturing responsibility.
Leadership focused, providing direction to a team of supply chain professionals. Developing upon existing team and infrastructure to build supply chain capability supporting YoY double-digit growth. Strategic roadmap for future infrastructure development.
Corporate role with functional responsibility for global warehousing, materials planning, and inventory, with focus on standardisation and alignment between projects, manufacturing locations, countries, and regions.
Beyond the roles that shaped my career, I have worked directly across the following markets:
Behind every stop on this path were great people — influential leaders, supportive colleagues, and challenging projects that shaped how I think. What I've valued most has been building teams and mentoring newly promoted managers, watching people grow into roles they weren't always sure they were ready for. I believe success is delivered through team connection and guidance, motivation and empowerment, and leading by example.
Early career grounded in large-scale engineering, procurement, and construction projects — supply chain discipline, robust quality systems, structure, process, and communication in highly collaborative cross-functional project environments where deadlines matter.
Relocated to Abu Dhabi to support telecoms infrastructure projects during the dotcom-era telecom boom. Seconded to corporate head office for the development of a standardised global logistics solution.
Headhunted via KPMG to build the Middle East supply chain from the ground up as part of the establishment of a regional affiliate office. Supporting distributors, government hospitals, and global tenders with solid dose pharma, cold chain biopharma, and nutritional products.
Redeveloped existing supply chain infrastructure supporting double-digit YoY growth across MENA markets, integrated Francophone African markets into a centralised supply chain model, delivered major transformation initiatives, demand-driven supply chain, implemented an EMEA distribution hub in Dubai, and built a capable, confident supply chain team — before taking on direct responsibility for Canon's operations in Russia.
Corporate role with responsibility for the Global Materials Management function, standardisation of warehouse, planning, and inventory processes, supporting manufacturing locations, oil & gas energy projects, and maintenance of the asset fleet worldwide. Established supply chain shared services function, supply chain audits, due diligence reviews for potential acquisitions, and post-merger integration (people, processes, and systems).
Working with organisations and individuals across global locations to build and develop operational capability through advisory, training, and fractional leadership.
A career built across four very different cultures — British, Scandinavian, American, and Japanese organisations — equipped me with a very different perspective and logic on how organisational decisions get made, risks get managed, and transformation gets delivered, radically shaping my adaptive leadership style, and equipping me to lead with both strategic agility and deep empathy. A fluency that has contributed to the individual I am today.
Low hierarchy, open debate regardless of title, and trust extended before it's earned. Decisions take longer to reach but land with genuine buy-in once made, and sustainability is treated as a long-term discipline, not a slogan.
Build alignment before you build a plan — it moves slower up front and faster all the way through.
Continuous incremental improvement as a daily habit, not a programme. Decisions build slowly through group consensus (nemawashi), but execution afterward is exceptionally disciplined and quality is treated as non-negotiable.
Small, relentless improvement compounds further than any single large initiative.
Structured chains of command, rigorous quality and HSE standards, and an unspoken code of professionalism and understatement. Problems get solved through clear protocol and process discipline, not improvisation.
Get the framework right first — good process prevents most problems before they start.
Clear individual ownership, direct communication, and comfort with rapid course-correction. Bias toward action, measured relentlessly against clear KPIs — the cost is occasional short-termism, the benefit is real momentum.
Assign one owner, set the metric, and move — perfect alignment can wait for the next iteration.
Strategic input and guidance on supply chain infrastructure projects and change programmes — improving vendor performance or managing your logistics partners, on a fractional basis.
Hands-on supply chain leadership for organisations that need senior capability without a full-time executive hire.
Developing in-house supply chain people and processes, retaining capability within your business for the long term.
Whether it's an advisory position or an interim opportunity, a fractional leadership need, a training programme for your team, or even just a chat — please reach out directly.