Cases
Real engagements with real numbers, from micro enterprises to a 50 million dollar programme. Without client names.
Real engagements with measured results. Client names do not appear: confidentiality agreements hold even when breaking them would be convenient, and a consultant who publishes client names without asking is the first sign you should not hand him your data.
Sector, scale and figures are real, because that is what tells you whether a case resembles yours.
Integrated platform for naval design
Context — One of Europe's largest shipyards. Programme manager on behalf of the technology vendor, three and a half years.
Problem — Design and production ran on separate systems, with manual data transfers between lifecycle phases. Every handover was a point of error and delay.
What I did — Ran the proof of concept against three global vendors, then restructured the client's plan by introducing intermediate milestones. Not an organisational detail: bringing benefits forward reduces risk for both parties and changes the willingness to continue.
Results — 50 million dollar project acquisition. Project risk reduced by 26%. Costs cut by 19% by replacing time-and-materials with fixed-price contracts. On the first milestone, extended to all client divisions, estimated return increased by 170% and change management costs reduced by 30%.
From container ships to cruise ships
Context — Chinese shipyard entering the cruise market. One year in Shanghai as programme manager.
Problem — Production processes were built for a vessel that is essentially a hull. A cruise ship is a floating hotel: everything changes, from design to fit-out to the supply chain.
What I did — Business process reengineering of construction, plus five parallel IT projects covering infrastructure, security, design, system interfaces and warehouses. Negotiated a 40% budget increase with general management by presenting an eighteen-month payback plan.
Results — Timelines from nine months to four, with 40% saved on technical staff costs. Supplier selection costs down 30%. A two million dollar contract requirements management implementation cut six months from the twenty-six originally planned.
An 18 million euro sports complex
Context — Professional sports club. Facility director for two and a half years.
Problem — A complex development to carry from financing through to operation: pitches, a 4,500 square metre multifunctional building, sports hotel, catering, rehabilitation centre and museum. With public bodies, a sports credit institution and federations to coordinate.
What I did — Directed the project financing, coordinated design and legal teams, obtained federal technical approvals, managed relations with the municipality and future operators. In parallel, mapped business processes and renewed the IT infrastructure.
Results — Quality certification achieved with zero non-conformities. Personal data exposure risk reduced by 80% through GDPR compliance work. A 230 thousand euro IT transformation delivered, with internal and external systems unified.
Tender analysis from eight weeks to two
Context — Industrial software multinational, UK operation. Proposal manager.
Problem — Analysing a complex request for proposal took two months. On some tenders that meant arriving late; on others, not bidding at all.
What I did — Redesigned the analysis process and coordinated international teams around the required competencies.
Results — Analysis time from eight weeks to two. Savings of 500 thousand pounds.
I also work with much smaller organisations — professional practices and micro enterprises — where the figures are of a different order but the logic is identical. Those cases are described on the Italian version of this page.