Experience that holds under pressure

I've spent over 17 years inside procurement and supply chain leadership roles — not advising from the outside, but owning outcomes when decisions mattered.

That experience shapes how I work today: pragmatic, commercially grounded, and focused on what actually moves the business.

Where I've worked

I've led procurement and supply chain teams across:

- Global industrial and manufacturing organisations

- Multi-site European operations

- Regulated, complex environments

- Periods of rapid growth, disruption, and crisis

My roles have spanned UK, DACH, and EMEA, working directly with executive teams, plant leadership, and suppliers.

What I've delivered (selected outcomes)

Rather than list roles, here are the outcomes that matter:

- Accelerated supplier onboarding from months to days by removing non-value-adding approvals
- Released £8m+ trapped in internal approval loops within weeks
- Delivered £11m+ in cost and value impact without compromising growth
- Stabilised supplier crises in days where decisions had stalled for months
- Scaled operations through >60% demand growth without increasing headcount
- Improved delivery performance and reduced inventory simultaneously in high-pressure environments

These results weren't achieved through programmes.
They came from clear judgement, early engagement, and trust-based decision-making.

How this experience shows up in my work

Because I've sat on the inside, I understand:

- How decisions really get made — not how process maps describe them

- Where procurement adds value — and where it unintentionally slows things down

- How suppliers respond when trust is present — and when it isn't

- Why leadership patience runs out when friction becomes visible

That perspective allows me to intervene quickly, without needing months of diagnosis.

What I don't rely on

I don't rely on:

- maturity models

- benchmarking exercises

- best-practice templates

- transformation playbooks

They explain problems well.
They rarely fix them.

Experience does.

Who this experience is useful for

This background is most relevant for organisations that:

- Operate across multiple sites or regions

- Rely on critical suppliers to deliver growth

- Need decisions to move faster without increasing risk

- Want procurement to support outcomes, not manage process

Start with clarity

If you want an experienced perspective on where friction is slowing decisions — and what to do about it — we can start with a conversation.

No decks.
No theatre.
Just clarity.