Director, Technology & Transformation at Culshaw Consulting Ltd (2026-01 – Present)
Fractional, interim and Board-level technology advisory.
- Fractional technology leadership — ERP, operating models, supplier commercials, manufacturing technology, data and AI-enabled improvement.
- Current technology judgement — Created commercial digital products including HiveKeeper, SwarmLine and CropSpray.farm, applying cloud, data and AI to real customer problems.
Head of Digital & IT at Cambridge Nutritional Foods / The 1:1 Diet (2022-01 – 2026-01)
Board responsibility for Digital, IT & Data.
- Rescued a £1m transformation — Inherited a stalled programme with costs absorbed into other departments' budgets. Rebuilt the business case with full cost visibility, reset scope, governance and supplier commercials, and removed ~45% from forecast cost.
- Replaced the core platform — Replaced an unsupported on-premise IFS estate with D365 Business Central for 150 users, delivered on time and on budget, extending into manufacturing MES and API integration.
- Rebuilt the commercial digital estate — Gave the business visibility of orders and demand for the first time: eCommerce, Salesforce and HubSpot connected through to demand planning, manufacturing and supply chain, with finance the biggest beneficiary.
- Cut Board reporting from a week to hours — Replaced a manual manager-to-head-of-department-to-director consolidation cycle with governed self-serve reporting on a Microsoft data lake and Power BI.
- Raised the security floor — Achieved Cyber Essentials Plus certification and introduced ISO 27001-aligned controls with clearer outsourced-partner accountability.
Head of IT, UK & Ireland at Baxi / BDR Thermea (2021-01 – 2022-01)
£12.8m technology budget; 30+ team; global heating group.
- Led the function — Applications, infrastructure, service, cyber and change across manufacturing, distribution and field service.
- Balanced global and local — Aligned UK&I investment with Group technology strategy while protecting local commercial priorities.
- Reset accountability — Strengthened operating model, suppliers, resilience and service governance; achieved Cyber Essentials Plus certification in year one.
Senior IT & Transformation Roles at AB Agri / Associated British Foods (2016-01 – 2021-01)
15 businesses, ~20 sites and five acquisitions in five years.
- Integrated five acquisitions — Aligned systems, suppliers and operating models while maintaining business continuity.
- Led enterprise change — SAP S/4HANA, Dynamics 365, IFS, CRM, data, integration and automation.
- Created common direction — Established roadmaps and governance across autonomous businesses.
Head of IT at Linx Printing Technologies / Danaher (2013-01 – 2016-01)
£90m international manufacturing and technology business; senior management team.
- Owned technology direction — IT strategy, service delivery, investment, business systems and strategic supplier contracts.
- Supported growth — Integrated acquisitions and applied the Danaher Business System to continuous improvement.
Operations & Technical Director at eSight Energy (2010-01 – 2013-01)
Board director in a B2B SaaS energy-management software business.
- Ran product engineering — Led an eight-person in-house development team, offshore resource and technical operations behind the platform.
- Connected roadmap to revenue — Balanced product development, enterprise customer needs, service performance and commercial priorities.
- Protected customer value — Supported ~98% customer renewal through reliable delivery and strong client relationships.
Head of IT at Xaar (2006-01 – 2010-01)
International technology and manufacturing organisation.
- Led core technology — IT operations, infrastructure and business systems supporting growth and acquisition integration.
Director, IT & Quality Systems at Smart Holograms
Network Manager at Amedis Pharmaceuticals
Project Manager at BAE Systems
