Operations leader.
Problem solver.
Team builder.
"'Good enough' is never good enough."
I run the parts of a business that customers feel first: service desks, logistics, warehousing, onboarding, customer success. My career has been a pattern of walking into broken or non-existent functions and leaving behind departments with clear processes, trained teams, and measurable outcomes. Hitting KPIs and SLAs is the floor, not the ceiling. Above that I'm focused on improving CSAT scores, cutting client churn, and finding the process inefficiencies that quietly bleed time and money before anyone notices they exist. I'm a generalist who has worked across technical support, customer service, customer experience, warehousing, logistics, procurement, and engineering, spanning managed services, SaaS, and integration environments. A quick learner who can rapidly get up to speed, become the subject matter expert, and break complex ideas down into language that colleagues and clients can actually use.
At CSL Integration, my scope covers engineering, warehouse operations, and end-to-end customer success for a portfolio of circa 40 clients across managed services, projects, and SaaS delivery. I own SLA performance, KPI reporting, CSAT improvement, and client retention . Churn prevention as an operational discipline, not just a commercial one. The operational backbone runs from triage and escalation through to root-cause analysis and continuous improvement. I work regularly with Director and C-suite contacts on both sides: internally to align service delivery to business strategy, externally to manage escalations and drive retention. Before that, I rebuilt Carillion's service delivery function from scratch, cutting average case resolution from 55 days to 10 through process redesign, ServiceNow migration, and automated SLA alerting. At Gist, I helped build a customs team overnight to handle rapid post-Brexit regulatory change and bring clarity to the ambiguous chaos.
I think in systems. I spot gaps before they become problems, design scalable processes, and drive operational efficiency through data-driven decisions. Whether it's building reporting frameworks from scratch, introducing change management into teams that have never had it, or owning tooling and automation to reduce manual effort and speed up resolution I bring structure where there is none and make sure it scales. I've worked in ISO 27001-accredited environments and assisted with internal audits, so information security and compliance aren't abstract concerns. They're part of how I run operations day to day. I hold ITIL (Version 5) Foundation certification and a Lean Six Sigma Green Belt.
I've managed distributed teams across my last three roles: fully remote staff, hybrid teams split across multiple sites, and sub-contractors operating across European time zones. Remote work is how I've done my best operational work. I tend to land well in environments where the gap between strategy and execution needs someone to actually close it.
The people I manage tend to move forward. Of the 8 direct reports I developed at Gist, 6 were headhunted or promoted internally. I build coaching into every 1:1, escalation, and incident debrief, mentoring and developing high-performing teams, not just managing them.
