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Interim Executive Transformation Programme Leadership Board Advisory

With over 30 years of experience in transformation leadership, I have successfully led complex digital strategy initiatives, business model disruption, and technology strategy implementations across various sectors, including banking, telco, utilities, and government, utilizing event-driven architecture to drive innovation.

Interim Executive Transformation Programme Leadership Board Advisory

Inspire. Design. Create. Transform

Background

Senior Advisor – Bain Advisor Network; Ex‑Lead Partner, Banking at Deloitte; with a focus on technology strategy and business model disruption; Executive-level roles across BCG/Accenture/Fujitsu Uvance, driving digital strategy and transformation leadership through event-driven architecture.

Expertise

Background

Digital Strategy & AI strategy • Event driven architecture • Transformation leadership • Business Model Disruption • Technology Strategy.

Values

Background

Values

Integrity and Accountability are essential in navigating Business Model Disruption, while Strategic Clarity is vital for implementing an effective Digital Strategy. Constructive Leadership fosters an environment conducive to transformation leadership, promoting Stewardship and Long-Term Thinking. Additionally, a focus on Professional Excellence is crucial in developing a robust Technology Strategy and leveraging event driven architecture.

Selected Case Study Vignettes of my work

A Major banking IT and Digital Strategy

A Government shared services Transformation

A Digital Strategy for a Hospital Network

Hand holding a smartphone with digital financial and security icons floating above.

A major bank undertook a comprehensive digital strategy and technology strategy to modernise its technology landscape and accelerate digital transformation. This case illustrates how enterprise architecture, event driven architecture, and investment prioritisation were leveraged to align technology with strategic growth, resilience, and enhanced customer experience goals, all while addressing business model disruption and showcasing effective transformation leadership.

A Digital Strategy for a Hospital Network

A Government shared services Transformation

A Digital Strategy for a Hospital Network

Doctor interacting with virtual healthcare icons on transparent screen.

A hospital network implemented a comprehensive digital strategy aimed at modernizing patient care, clinical operations, and data-driven decision-making. This case exemplifies how an event-driven architecture and digital platforms were leveraged to enhance patient flow, boost operational efficiency, and improve clinical outcomes across multiple facilities. Furthermore, this initiative reflects a broader trend of business model disruption within the healthcare industry, showcasing the importance of transformation leadership in executing a successful technology strategy.

A Government shared services Transformation

A Large Telco third party spend in technology review

Digital human head with a glowing gear inside, symbolizing AI and technology.

A government agency launched a major shared services transformation to modernize its operating model and improve service delivery across multiple departments. This initiative showcases how strategic consolidation, process redesign, and a robust digital strategy were employed to drive efficiency, consistency, and accountability at scale, amidst the challenges of business model disruption. Furthermore, the integration of event-driven architecture and a comprehensive technology strategy played a crucial role in enhancing transformation leadership throughout the agency.

A Large Telco third party spend in technology review

A Board engaged large scale Transformation program review in the utilities sector

A Large Telco third party spend in technology review

Two IT professionals discuss work on a laptop in a server room.

A large telecommunications provider commissioned a comprehensive review of its third-party technology spend to enhance cost efficiency and align with its digital strategy. This case illustrates how vendor rationalisation, a redesigned commercial model, and increased spend transparency were instrumental in unlocking value, reinforcing governance, and fostering future investment flexibility. These efforts are critical in navigating business model disruption and advancing the technology strategy, particularly through the adoption of event-driven architecture, which requires strong transformation leadership.

An Insurance multi brand strategy and digital marketplace launch

A Board engaged large scale Transformation program review in the utilities sector

Businessman interacts with virtual insurance icons representing home, car, health, and family.

An established insurance group embraced business model disruption by developing a multi-brand strategy and launching a digital marketplace. This initiative aimed to unify customer engagement while maintaining brand differentiation. The case highlights how a robust digital strategy, supported by event-driven architecture, was instrumental in expanding distribution, enhancing cross-sell opportunities, and fostering a modern, scalable customer experience through effective technology strategy and transformation leadership.

A Board engaged large scale Transformation program review in the utilities sector

Industrial refinery with digital technology overlay during sunset.

A national utility board commissioned a strategic review of a major transformation program to assess progress, governance, and value delivery in the context of Business Model Disruption. The case explores how the board engaged at a strategic and oversight level, ensuring alignment between executive delivery, investment priorities, and long-term sector positioning while integrating a robust Digital Strategy. Additionally, the review highlighted the importance of Event Driven Architecture in facilitating agile responses to change, alongside a comprehensive Technology Strategy that supports transformation leadership.

Customer Centricity Transformation in utilities

Merger of a retail bank and a credit card company

Customer Centricity Transformation in utilities

Problem:
EnergyAustralia faced declining customer satisfaction and increasing churn in a highly competitive retail energy market. Service interactions were fragmented across channels, product offerings were complex, and internal processes were designed around operational efficiency rather than customer experience. Leadership sought to reposition the company around customer lifetime value and improve its net promoter score (NPS) performance.

Action:
I led a cross-functional transformation program to embed customer centricity across strategy, operations, and technology. This included:

Defining a customer-first operating model and service design blueprint anchored on key customer journeys.
Orchestrating agile “journey squads” spanning sales, service, digital, billing, and IT.
Implementing voice-of-customer analytics, journey mapping, and new CX metrics (NPS, first-call resolution, digital adoption).
Redesigning digital and assisted service channels for simplicity, consistency, and personalization.
Aligning executive KPIs and incentives to customer outcomes.

Results:

Achieved a double-digit uplift in NPS within 12 months.
Reduced call volumes by ~20% through digital journey redesign.
Increased retention rates among high-value segments.
Established a scalable CX governance framework embedded in BAU operations.
Positioned EnergyAustralia as a customer experience leader in the sector.processes, and increase profitability.

Merger of Two Retail Banks in New Zealand

Merger of a retail bank and a credit card company

Customer Centricity Transformation in utilities

Problem:
The sale of a mid-tier New Zealand retail bank by its UK parent initiated a purchase process with first-tier interested parties. Clear synergies around unlocking scale, operational efficiency, branch network optimisation, and product innovation drove the engagement. The success of the transaction hinged on a seamless technology integration across core banking, payments, digital channels, risk systems, and data platforms. Leadership required a robust technology due diligence plan to assess integration complexity, surface risks, and shape both the post-merger operating model and investment thesis.

Action:
I led the Technology Strategy workstream as part of the overall transaction due diligence. Key steps included:

Conducted a comprehensive technology landscape assessment of both entities, covering core platforms, infrastructure, security posture, and critical third-party dependencies.
Built integration complexity models across 15+ domains including digital, lending, cards, data, and regulatory systems.
Defined a target state technology architecture aligned to regulatory requirements, customer experience priorities, and growth objectives.
Developed cost synergy and dis-synergy models, identifying rationalisation opportunities across infrastructure, applications, and vendor contracts.
Defined phasing and risk mitigation strategies to ensure operational continuity throughout integration.
Partnered closely with legal, finance, and regulatory teams to ensure compliance alignment.
Developed and socialised strategic recommendations with executive leadership and presented integration scenarios to the Australian parent’s banking board.

Results:

Delivered a comprehensive technology due diligence plan that informed the merger investment case and integration strategy. This resulted in recommendations presented directly to the Australian parent’s banking board for consideration.
Identified cost synergies of 15–20% across IT and operations over a 3–5 year horizon.
Defined a clear target state architecture and integration sequencing plan, de-risking the migration of critical systems.
Positioned the merged entity to accelerate digital transformation, customer growth, and regulatory readiness.

Merger of a retail bank and a credit card company

Problem:
A leading South East Asian bank acquired a Malaysian credit card company to strengthen its regional payments and consumer lending capabilities. The acquisition presented significant integration challenges across governance, product portfolios, technology platforms, and supplier networks. Leadership sought a comprehensive merger integration program to unlock operational synergies, streamline delivery, and ensure regulatory and cultural alignment across the two organisations.

Action:
I led the merger integration program across all major workstreams, including governance and program organisation, product rationalisation, change management, technology integration, and supplier consolidation. This involved establishing a robust governance structure, defining the integration roadmap, aligning cross-functional teams, harmonising products and processes, and ensuring customer and regulatory commitments were fully met. I also partnered with senior executives to drive decision-making cadence and resolve integration bottlenecks quickly.

Results:

Delivered a fully integrated operating model within the targeted post-merger timeline.
Achieved significant cost and operational synergies through product simplification, vendor consolidation, and streamlined technology platforms.
Strengthened the bank’s regional payments capabilities and accelerated growth in the Malaysian credit card market.
Embedded a governance and change management framework that ensured sustained execution and long-term scalability.

Services offered

Elderly woman with red glasses using a tablet in a cozy café.

Transformation Leadership (AI & Digital)

I have led multi-wave transformation programmes that focus on business model disruption by integrating strategy, technology, and execution to unlock measurable enterprise value. My approach involved designing structured value-backlogs that linked digital strategy initiatives directly to financial outcomes, while also building target operating models that align business, data, and technology capabilities across complex organisations. I defined data and AI roadmaps that modernised decision-making, leveraging event-driven architecture for automation and analytics platforms, enabling scalable, insight-driven operations. Additionally, I directed large cross-functional teams through structured change-adoption frameworks, embedding new ways of working, agile governance, and capability uplift. These transformation leadership initiatives have consistently delivered measurable improvements in productivity, customer experience, and financial performance across banking, infrastructure, and utilities clients in the Asia-Pacific region.

Hands pointing at charts on a laptop during a business meeting.

Interim CEO / COO / CIO / CTO / CTrO

I have stepped into short notice and mission critical leadership mandates during times of Business Model Disruption, often where delivery momentum or executive alignment was at risk. I develop clear 90-day recovery and execution plans that align with a robust Digital Strategy, establish transparent KPIs, and maintain a weekly operating cadence with executives and the board to restore clarity and control. I stabilize leadership teams, reset priorities, and embed disciplined operating rhythms that accelerate decision making and execution, particularly in the context of Event driven architecture and Technology Strategy. These transformation leadership interventions consistently deliver measurable outcomes within compressed timeframes, re-establishing stakeholder confidence and setting programs back on a trajectory of sustained performance and value realization.

Businessman holding a glowing digital sphere with the word RECOVERY.

Programme Recovery & TMO / PMO

I have independently reviewed and stabilized underperforming transformation programs through structured recovery planning, governance uplift, and vendor realignment, particularly in the face of business model disruption. By establishing clear accountability frameworks and re-baselining delivery schedules, I ensured that our digital strategy was aligned with multi-vendor ecosystems, which restored delivery confidence and control. Additionally, I implemented technology strategy initiatives that included benefits realization management disciplines, linking program outcomes to measurable business value and ensuring transparency, traceability, and sustained performance improvement. These interventions have consistently turned around complex initiatives in banking, utilities, and public-sector settings, restoring stakeholder trust and realigning delivery to strategic intent, while also leveraging event driven architecture to enhance operational efficiency.

A diverse team collaborates in a modern glass-walled office meeting room.

Board & Executive Advisory

I provide practical guidance on AI governance, cyber risk, and major programme assurance, supported by board-ready materials that facilitate informed oversight, confident decision-making, and effective risk management. My approach combines technical insight with commercial pragmatism, enabling boards and executives to navigate emerging technologies and business model disruption while executing a robust digital strategy. This includes leveraging event-driven architecture and developing a comprehensive technology strategy, all while maintaining compliance, resilience, and strategic control through transformation leadership.

Businessman interacts with rising and falling digital arrows.

Revenue Uplift & Turnaround

I have developed and implemented Harvest, Invest, Transform playbooks to address business model disruption, unblock revenue leakage, grow market share, and fund the broader change agenda. These frameworks align commercial, operational, and technology initiatives with a robust digital strategy, delivering immediate value while laying the groundwork for sustainable transformation leadership. By integrating event driven architecture into our technology strategy, we ensure that our initiatives are agile and responsive to market demands.

Architecture & Technology Strategy

I advise organisations on enterprise architecture, cloud and platform strategy, and technology strategy, focusing on vendor selection and integration roadmaps that ensure technology decisions are strategically aligned with business priorities and long-term value. My expertise also includes leading transformation leadership initiatives and establishing strategically focused enterprise architecture teams, embedding the governance, capability, and operating rhythms necessary to translate strategy into executable design. I combine architectural rigour with commercial pragmatism, helping executives navigate business model disruption while balancing innovation, cost, and risk. Collaborating with delivery teams and vendors, I define scalable architectures and event-driven architecture, simplifying technology portfolios and enabling seamless integration across ecosystems, thereby creating the foundation for agility, resilience, and measurable performance improvement.

M&A and PMI

I help organisations unlock the full value of M&A / PMI through end-to-end strategy and execution. My work spans target due diligence, synergy assessment, integration planning, and execution leadership, ensuring that operating models, technology platforms, product portfolios, and teams are aligned to accelerate value capture. Over my career, I’ve led or been directly involved in seven large-scale integrations across multiple industries and geographies, driving rapid integration, governance clarity, and sustainable performance uplift.

My Values

A personal statement

I believe meaningful transformation begins with clarity — clarity of purpose, of strategy, and of execution. As a consultant specializing in technology strategy, I bring a disciplined, evidence-based approach to complex problems such as business model disruption, combining strategic insight with practical delivery. I don’t just advise from the sidelines; I work alongside leaders to build momentum, unblock obstacles, and turn ideas into measurable impact that aligns with their digital strategy.

I value integrity, transparency, and respect in every engagement. Trust is earned not through promises, but through the consistency of actions, clear communication, and shared accountability. I strive to create environments where decisions are informed, governance is strong, and people are empowered to deliver their best, particularly in the realm of transformation leadership.

Above all, I believe real change is built on partnership — aligning commercial outcomes with human impact. Whether the work involves event-driven architecture, strategy, technology, or transformation, my goal is always the same: to help organisations and people succeed with clarity, confidence, and purpose.

Learn More

Please find attached my CV

Find out more

My books, other recommended reading and web content

One world under surveillance

The AI-Driven Leader: Harnessing AI to Make Faster, Smarter Decisions

Digital Transformation for SMEs

A woman uses a tablet with facial recognition, highlighting surveillance themes.

By Mathew Henderson

In 'One World Under Surveillance,' the author takes readers on a thought-provoking exploration of the pervasive trend of state and commercial surveillance in our technologically advanced and interconnected world. This phenomenon is not only a reflection of our current digital strategy but also highlights the potential for business model disruption. As organizations adopt event-driven architecture, they must consider how their technology strategy can adapt to these changes, emphasizing the importance of transformation leadership in navigating this complex landscape.

Purchase on Amazon

Digital Transformation for SMEs

The AI-Driven Leader: Harnessing AI to Make Faster, Smarter Decisions

Digital Transformation for SMEs

A woman in an apron is pointing to the open sign.

Watch this space!

I’m excited to share that my upcoming book, A New Blueprint for SME Digital Transformation, will be published in January 2026 by Wiley.

This book explores how small and medium-sized enterprises (SMEs) can leverage the lessons, tools, and transformation strategies pioneered by the “big end of town”—without needing the same scale of budget, resources, or complexity. Drawing on my experience advising major organizations on digital strategy and transformation leadership, I’ve distilled proven practices into practical, actionable playbooks designed specifically for smaller businesses.

The book unpacks how SMEs can:

- Borrow intelligently from large-scale digital strategies that address business model disruption

- Prioritize transformation initiatives that drive immediate business value

- Build flexible technology foundations without overcapitalizing, including insights on event-driven architecture

- Align leadership, operations, and digital capability around growth

- Turn enterprise trends like AI, data, and automation into practical tools for competitive advantage, all within a robust technology strategy.

This is not a theoretical exploration. It’s a field manual for pragmatic change, built for founders, CEOs, COOs, and transformation leaders who want to modernize their business with clarity and confidence.

The AI-Driven Leader: Harnessing AI to Make Faster, Smarter Decisions

A Guidebook for Digital transformation for Boards and Executive teams

Book cover of 'The Ai-Driven Leader' by Geoff Woods with a colorful dot arrow design.

The AI-Driven Leader: Harnessing AI to Make Faster, Smarter Decisions is a practical guide that demonstrates how executives can leverage artificial intelligence within their technology strategy. By integrating AI into leadership and digital strategy, leaders can navigate business model disruption and implement event driven architecture, enabling them to make faster, smarter, and more informed decisions that foster transformation leadership and drive competitive advantage.

Purchase on Amazon

A Guidebook for Digital transformation for Boards and Executive teams

The Science of Scaling: Grow Your Business Bigger and Faster Than You Think Possible

A Guidebook for Digital transformation for Boards and Executive teams

A cloud filled sky with sun rays shining through.

Watch this space!

Coming 2026 — Governing in the Digital Era: A Boardroom Blueprint for Technology, Risk & Opportunity

I’m pleased to share that I’m currently finalizing my second book, focused on how boards and directors can lead confidently in an age defined by rapid technological change and business model disruption.

The book tackles one of the most pressing challenges for governance today: how to ensure boards are not just informed passengers but active stewards of technology-driven transformation. Drawing on decades of experience advising major organizations on digital strategy, transformation leadership, and governance, I’ve distilled the core frameworks, questions, and oversight mechanisms that boards need to navigate emerging technology, AI, cybersecurity, and digital disruption.

It provides practical guidance on how boards can:

- Integrate technology strategy into core governance and oversight

- Build effective board literacy and engagement with AI, data, and cyber risk

- Align management and board perspectives on transformation priorities

- Design fit-for-purpose governance structures for digital investment, including event-driven architecture

- Balance innovation with fiduciary responsibility and resilience

This is not a technology manual — it’s a pragmatic governance playbook for directors, chairs, and executives who want to shape the future of their organizations rather than react to it.

📄 Preliminary chapters are now available on my LinkedIn profile for review and comment. I’d welcome feedback from current and aspiring board members, governance professionals, and technology leaders to help shape the final manuscript ahead of publication in 2026.

Harvard Business Review on Aligning Technology with Strategy

The Science of Scaling: Grow Your Business Bigger and Faster Than You Think Possible

Harvard Business Review cover on aligning technology with strategy.

This collection is, in my view, an absolute classic—a must-read for anyone interested in the interaction of business strategy and technology-enabled change. Though first published in 2011, its core themes remain strikingly relevant: how technology can be utilized not just as a back-office enabler, but as a key driver of business model disruption and innovation in digital strategy.

What makes this book stand out is its clarity of thought and its emphasis on the strategic role of technology leadership—extending well beyond mere IT execution. It delves into how leading organizations effectively bridge the gap between executive strategy and technology investment decisions, ensuring alignment at every level of the enterprise. The concept of event-driven architecture is also explored, highlighting its importance in modern technology strategy.

For executives, board members, transformation leaders, or strategy professionals, this volume offers practical frameworks, timeless insights, and a sharp reminder: strategy and technology can no longer be separated—they must be orchestrated together for successful transformation leadership.

Verdict: A timeless reference for digital strategists, CIOs, and transformation leaders.

Purchase on amazon

The Science of Scaling: Grow Your Business Bigger and Faster Than You Think Possible

Book cover of 'The Science of Scaling' by Hardy and Erickson with a foreword by Tony Robbins.

The Science of Scaling: Grow Your Business Bigger and Faster Than You Think Possible is a practical, data-driven guide that outlines a structured framework for identifying the right customers, aligning go-to-market motions, and leveraging digital strategy to implement a technology strategy that accelerates sustainable business growth with precision and speed. This guide also addresses business model disruption and highlights the importance of transformation leadership in adopting event-driven architecture to foster innovation.

Purchase on Amazon

Interim Executive Transformation Programme Leadership Board Advisory

Interim Executive Transformation Programme Leadership Board Advisory

Inspire. Design. Create. Transform

Background

Background

Background

Expertise

Background

Background

Values

Background

Values

Blogs

Subscribe

Selected Case Study Vignettes of my work

A Major banking IT and Digital Strategy

A Government shared services Transformation

A Digital Strategy for a Hospital Network

A Digital Strategy for a Hospital Network

A Government shared services Transformation

A Digital Strategy for a Hospital Network

A Government shared services Transformation

A Government shared services Transformation

A Large Telco third party spend in technology review

A Large Telco third party spend in technology review

A Board engaged large scale Transformation program review in the utilities sector

A Large Telco third party spend in technology review

An Insurance multi brand strategy and digital marketplace launch

A Board engaged large scale Transformation program review in the utilities sector

A Board engaged large scale Transformation program review in the utilities sector

A Board engaged large scale Transformation program review in the utilities sector

A Board engaged large scale Transformation program review in the utilities sector

A Board engaged large scale Transformation program review in the utilities sector

Customer Centricity Transformation in utilities

Merger of a retail bank and a credit card company

Customer Centricity Transformation in utilities

Merger of Two Retail Banks in New Zealand

Merger of a retail bank and a credit card company

Customer Centricity Transformation in utilities

Merger of a retail bank and a credit card company

Merger of a retail bank and a credit card company

Merger of a retail bank and a credit card company

Services offered

Transformation Leadership (AI & Digital)

Interim CEO / COO / CIO / CTO / CTrO

Programme Recovery & TMO / PMO

Board & Executive Advisory

Revenue Uplift & Turnaround

Architecture & Technology Strategy

M&A and PMI

My Values

A personal statement

Learn More

Testimonials available on LinkedIn

Drop me a line!

Digital Insights and Transformation

My Partners and Favourite sites

My books, other recommended reading and web content

One world under surveillance

The AI-Driven Leader: Harnessing AI to Make Faster, Smarter Decisions

Digital Transformation for SMEs

Digital Transformation for SMEs

The AI-Driven Leader: Harnessing AI to Make Faster, Smarter Decisions

Digital Transformation for SMEs

The AI-Driven Leader: Harnessing AI to Make Faster, Smarter Decisions

The AI-Driven Leader: Harnessing AI to Make Faster, Smarter Decisions

A Guidebook for Digital transformation for Boards and Executive teams

A Guidebook for Digital transformation for Boards and Executive teams

The Science of Scaling: Grow Your Business Bigger and Faster Than You Think Possible

A Guidebook for Digital transformation for Boards and Executive teams

Harvard Business Review on Aligning Technology with Strategy

The Science of Scaling: Grow Your Business Bigger and Faster Than You Think Possible

The Science of Scaling: Grow Your Business Bigger and Faster Than You Think Possible

The Science of Scaling: Grow Your Business Bigger and Faster Than You Think Possible

The Science of Scaling: Grow Your Business Bigger and Faster Than You Think Possible

The Science of Scaling: Grow Your Business Bigger and Faster Than You Think Possible

Associated companies

Max Money Group

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