A large-scale enterprise technology transformation — spanning ERP, Integrations, demand planning, S&OP and data infrastructure — had stalled. Tim was brought in to stabilise it, diagnosed the root cause under sustained pressure, eventually taking over full programme management. He rebuilt the team and delivery approach, gained executive approval to reset the programme, and saw it through to a working outcome.

The change management and training approach developed for this programme was recognised as the best of its kind nationally. The outcome: a functioning technology platform, a capable internal team, and a business better equipped to operate than before the programme began.

Tim identified a significant production cost opportunity, built the business case, and validated it at low cost before recommending full capital deployment. Once the opportunity was proven, the programme was delivered across automation, data, laboratory and factory systems in approximately six months — with a payback period under eight months.

Concurrently, a factory reconfiguration programme removed physical constraints across the production floor, doubled output capacity without adding working hours, and created the flexible manufacturing environment the business needed to meet growing demand.

A complex biological quality issue was creating significant product, commercial and safety exposure with no clear path to resolution. Tim researched the underlying science, deployed sensing technology across the supply chain, and designed a three-part solution addressing containment, upstream prevention and processing.

Substantial volumes of at-risk product were recovered in the first six months, unlocking material commercial value. The solution is still in operational use eight years after it was implemented — a measure of its quality and durability.

The NPD function was under-resourced, without structure, and failing to meet the commercial team's demand. Tim rebuilt the process from first principles — introducing prioritisation frameworks, critical path discipline, cross-functional governance and a performance rhythm that did not previously exist. He led the function's steering committee alongside the most senior commercial and science leadership in the business.

The result was a function that ran at more than six times its original throughput, enabling commercial opportunities the business had previously been unable to pursue. The team he built remained in place and continued performing after his tenure.