Your programme doesn’t need another deck. It needs someone who delivers.
Part-time or interim leadership inside your team, for traceability and sourcing programmes that need to move from strategy to suppliers actually using them.
A serious programme. Not yet a full-time hire.
You’re building or running a significant programme, maybe traceability, scope 3 data or regenerative sourcing, and the business isn’t ready for a full-time senior hire. Or the programme exists, adoption is low, timelines are slipping, and the people who designed it understood the strategy but not the supply-chain reality it has to survive.
I build the systems. Then stay until they’re used.
I built the traceability systems behind Unilever’s Sustainable Living Plan. Built them, not advised on them. I repaired the supplier relationships behind Tesco’s 10,000-producer programme when they had broken. And I’ve just finished doing it for Fairtrade International: writing their traceability requirements and leading their Commercial Traceability Working Group.
The contrast is the firm that hands over a slide deck and leaves. I stay until the data is flowing, the suppliers are engaged and your own team owns it. Not another deck that sits on a shelf.
Leadership inside your team.
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Programme design and governance
Shaped around what your business and your suppliers can actually deliver, with governance a board can trust.
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Stakeholder and supplier engagement
An engagement plan built from the supplier's side of the table. That's the part that decides whether anything gets adopted.
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Delivery leadership
Fractional or interim, working alongside your team. In the meetings, unblocking the programme, carrying it.
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Handover and capability
I work myself out of the job. Internal ownership, capability in your team, and a programme that runs without me.
Designed from the supplier’s side of the table.
I’ve been the supplier nodding along to a one-sided ask, and the person at boardroom rank asking suppliers to change. So I design programmes from the supplier’s point of view, which is why mine get adopted where others get politely ignored.
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A programme actually running, not restarting.
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Suppliers engaged, and staying engaged.
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Data flowing well enough to answer the board's scope 3 question with numbers.
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Internal ownership in place when she steps back.
Hands-on. This is the service where I’m inside the programme: in the meetings, with your team and your suppliers. If you need judgement at board level rather than delivery, that’s Board & Executive Advisory.
Usually, and faster. A senior full-time hire runs £43-72k or more before you’ve found them. Fractional leadership is typically around £7,000 a month, starts within weeks, and comes with the delivery record already attached. When the business is ready for a permanent hire, I’ll help you make it and hand over.
Yes. The work fails without them. Supplier engagement runs through procurement, and I’ve sat on both sides of that relationship.
