Building Alongside Leading

Context

Construction and manufacturing firms in the early 2000s relied on manual estimating. Errors were common, turnaround was slow and the data generated was rarely captured usefully.

Challenge

Design, build and deploy a software system capable of handling the complexity of construction and manufacturing estimates — as a small founding team with no established client base and no prior product.

Role

Co-founder. Business development, development-team coordination and direct client implementation.

Approach

Process-first: mapped how estimating actually worked in target sectors before writing code. The system was designed around that process. Implementation was hands-on — working directly with clients to configure, train and resolve issues in real time.

Result

A working product deployed with clients in construction and manufacturing. The business generated revenue and provided a foundation for subsequent work in systems implementation and procurement technology.

Context

A large UK organisation with significant indirect and direct spend was operating procurement through fragmented, largely manual processes. Spend visibility was limited and accounts-payable was generating significant overhead.

Challenge

Design and deploy an e-sourcing and Buy-to-Pay programme that would standardise procurement, improve spend visibility and reduce sourcing and payment cycle costs — while managing the organisational change required to make the new processes stick.

Role

Procurement transformation lead. Programme design, technology configuration, stakeholder engagement and implementation management.

Approach

Phased: process mapping and gap analysis first, then technology configuration, then piloting with selected categories before broader rollout. Stakeholder engagement was treated as a workstream in its own right — not an afterthought.

Result

Improved spend visibility, reduced sourcing cycle times and a more consistent procurement process. The Buy-to-Pay implementation reduced manual intervention in accounts-payable and improved supplier payment performance.

Context

Sydney's New Year's Eve market was dominated by large-scale public events. A gap existed for a curated, premium indoor experience at a culturally significant venue.

Challenge

Establish a new event brand at the Museum of Contemporary Art, build an audience from scratch and develop a repeatable format that could sustain a long-running programme.

Role

Co-producer and promoter. Concept development, venue relationship, production management, marketing and audience development.

Approach

The MCA setting was central to the brand positioning — the venue's cultural credibility was the product's primary differentiator. Programming, production quality and audience experience were treated as inseparable. Each edition built on the last.

Result

A long-running MCA New Year's Eve programme that became a signature of the EEM portfolio. The Gorgeous brand sustained multiple editions and established EEM's reputation for quality production.

Context

A major healthcare facility in the UAE was in the mobilisation phase — moving from construction and commissioning into operational readiness. The procurement and supply-chain function needed to be established, staffed, process-enabled and operational before the facility opened.

Challenge

Mobilise a procurement and supply-chain function from first principles within a defined programme timeline, then manage the transition from mobilisation into steady-state operations — within a complex, multi-stakeholder environment with significant regulatory and clinical requirements.

Role

Procurement and supply-chain leadership. Function design, team mobilisation, process implementation, supplier engagement and transition to steady state.

Approach

Three parallel workstreams: people, process and systems. The transition to steady state was planned from the beginning of mobilisation — not treated as a separate phase — so the function was designed to operate independently from day one of live operations.

Result

The procurement and supply-chain function was operational at facility opening. Supplier contracts were in place, the team was trained and the processes were embedded. Transition to steady state was managed without significant disruption to clinical operations.