Fractional COO & ERP lead for energy
I bring exactness to complex energy operations and keep ERP rollouts honest, so process and data hold up where precision is not optional.
16 years inside the operational layer. An independent fractional operator.
How Energy operations break
Energy operations are complex, regulated, and data-heavy, which makes them unforgiving of loose process. The teams I meet are often mid-way through, or recovering from, an ERP or systems programme that promised to fix everything and instead added complexity. The issue is usually not the technology. It is that the process and data discipline underneath it were never made exact enough.
ERP programmes overrun and underdeliver
The rollout took longer, cost more, and delivered less than promised, and nobody wants to say so.
Process is not exact enough for the system
The system needs precise inputs, but the process feeding it is loose, so the outputs cannot be trusted.
Data discipline is inconsistent
The same thing is recorded differently across teams and sites, which breaks reporting and compliance.
Complexity has no owner
The operation is genuinely complex, and no single person owns making it coherent.
Reporting is a manual rebuild
The numbers leadership and regulators need are assembled by hand each time rather than produced by the system.
Change lands badly on the floor
New systems and processes are rolled out without the operational side, so adoption stalls.
The technology outran the operating discipline
Energy businesses invest heavily in systems because the complexity demands it. But an ERP is only as good as the process and data feeding it, and that discipline is often treated as an afterthought to the software project. The fix is to make the operation exact first, so the system reflects reality instead of amplifying the mess.
The order matters more than any single fix.
Diagnose first
I assess the operation and the state of the systems programme, and find where process and data discipline break down. This is the Operations Audit.
Make the process exact
Tighten the process and data standards so the system gets inputs it can trust.
Lead the rollout honestly
I own the operational side of the ERP programme and keep it scoped to what you need. The heavy build is delivered by a trusted delivery team I coordinate.
Make reporting a by-product
The numbers leadership and regulators need produced by the system, not rebuilt by hand.
Leave it owned
Clear ownership of the operation and a system the team actually uses.
The ERP programme lands, scoped to what you need, instead of sprawling. Process and data are exact enough that the outputs can be trusted. Reporting is produced, not rebuilt. And the complexity has an owner keeping it coherent.
Where to start.
Operations Audit
The low-risk front door: I assess the operation and your systems programme and hand you a prioritised fix list.
Learn more →ERP Advisory & Implementation Lead
I own the operational side of the ERP rollout and keep it scoped and honest. The build is delivered by a trusted delivery team I coordinate.
Learn more →Fractional COO
I own the complex operation a few days a month and keep it coherent.
Learn more →Keep the complexity honest.
A 30-minute call, no pitch. Tell me what is breaking and I will tell you straight whether I can help.