The operational depth behind every engagement

I set the CEM and OEM strategy, then select and contract partners on capability and leverage rather than headline price, and build the capacity, ramp and inventory model to match the demand plan. Manufacturing becomes a controlled, costed and scalable part of the business rather than its most persistent source of surprise.

• CEM and OEM strategy
• Partner selection and contracting
• Capacity and ramp planning
• Process and route definition
• Yield and productivity
• Multi-site and regional footprint

Sourcing strategy, commercial negotiation, supplier development and supplier quality, with dual sourcing and allocation risk managed deliberately rather than discovered late. Logistics, inventory policy and working capital are set against the demand plan so supply supports growth instead of constraining it.

• Sourcing and procurement
• CEM selection
• Supplier development
• Supplier quality
• Dual sourcing
• Risk management
• Logistics
• Working capital
• Cost reduction

I map the regulatory pathway and standards that apply to the product and target markets, design or improve the QMS so it is proportionate, auditable and embedded in daily work, and build the technical and risk management files with the post-market surveillance capability behind them. Quality becomes a controlled system rather than a last-minute inspection — with specialist regulatory advisers used where deep subject expertise is required.

• QMS design and improvement (ISO 9001, ISO 13485)
• Regulatory pathway and market access
• Technical file and risk management file
• Audit and inspection readiness
• Supplier and process quality
• Post-market surveillance and vigilance

I specify and implement the ERP, MRP and quality-system capability the business actually needs, establish S&OP as a working commercial rhythm, and put configuration control, change control and stage gates in place. The result is a business that can forecast, explain performance and trace problems to cause — without heroics. This capability is also the backbone of the GJM operating methodology.

• ERP and MRP capability
• Sales and operations planning
• Configuration and change control
• Stage gates
• KPI definition and dashboards
• Management cadence and decision rights

Cost models reconciled to the bill of materials and process route, then cost driven down through design, process, commercial and volume levers. Leadership and the board get unit economics they can defend, and the finance plan and the operational plan finally agree.

• Bill of materials and cost modelling
• Should-cost and process-route analysis
• Design, process and commercial cost levers
• Volume and tiering strategy
• Landed cost and duty
• Margin and unit-economics reporting

Fulfilment, warranty, returns, repair and field support designed as an operation with owners, data and cost visibility. Closed-loop quality connects field failures back to design and manufacture, which is how warranty cost falls rather than being budgeted for.

• Fulfilment and 3PL model
• Warranty and returns
• Field failure analysis and corrective action
• Spares and repair operations
• Service level and support operations
• Reverse logistics cost

I structure functional ownership, set decision rights, and run the management cadence that holds leaders to committed outcomes — then coach the team so the operation keeps working once the engagement ends.

• Organisation and role design
• Decision rights and accountability
• Weekly and monthly management rhythm
• Functional leadership coaching
• Hiring plan and capability build
• Board and executive reporting

This is operational investment readiness rather than general fundraising consultancy. I shape the operational story an investor can diligence, prepare the data room with evidence of execution rather than ambition, and build the operating model and organisational capability to survive the next stage of growth — across seed to growth rounds, private equity transactions and exits.

• Investor-grade operational plan
• KPI baseline and definitions
• Data-room operational evidence pack
• Cost, capacity and supplier assumptions
• Operational due diligence rehearsal
• Operating model for the next funding stage

AI is prioritised against operational feasibility, data readiness and financial return, with the governance, stage gates and KPIs that keep the investment accountable. The aim is an operational capability that produces measurable results, not a series of isolated experiments.

• Operational reporting and analytics
• Supplier and spend analysis
• Knowledge management
• Customer support automation
• Quality workflows and defect analysis
• Demand forecasting
• Process automation
• Use-case prioritisation and pilot-to-scale governance

Security governance and controls matched to the product's risk profile, aligned with emerging regulation and customer requirements, with the evidence pack that shows security is built in rather than bolted on.

• AI and cyber risk assessment
• Secure development lifecycle
• Data governance and privacy
• Supply-chain and third-party risk
• Business continuity
• Customer and investor diligence evidence