20+ years inside complex financial organisations.
My background spans Lean process optimisation and hands-on automation delivery — two disciplines that belong together but rarely travel as a pair. Most of my career has been inside large banking organisations where the stakes are high, processes are layered with years of workarounds, and anything that breaks in production breaks visibly.
The problems I've worked on range from eliminating high-volume manual reconciliation and data handling to redesigning end-to-end operational processes before a single line of automation is written. I've led RPA programmes across multiple business units, acted as both technical lead and business analyst on the same engagement.
I've developed teams of automation experts with a strong results-oriented culture — people who ship things that work in production, not proofs of concept that stall in a pilot.
Lean and automation are often treated as separate workstreams. In practice, one without the other produces predictable results: Lean without automation hits a ceiling; automation without Lean locks inefficiency into code and makes it harder to fix.
The sequence matters. A value stream analysis that surfaces the real flow of work — not the assumed one — changes what gets automated and how. In financial services, where processes have accumulated complexity over decades, this step is rarely optional.
If you're working through an automation problem, thinking about Lean adoption, or just want an outside perspective — feel free to reach out.