I help enterprises put a defensible number on their data — and then prioritise the work that moves that number. A decade across Anmut and Accenture Strategy, from FTSE-100 data valuations to pricing and GDPR, public-sector transformation to data-maturity diagnostics.
Unusually for a strategist, I can also read the schema, evaluate the platform decision, and ship the prototype that proves the strategy. Strategy is more durable when the person setting it understands the system downstream.
Several FTSE-100 clients are anonymised pending confirmation on what’s publicly nameable. Specific clients on request.
Led engagements helping enterprise clients quantify the financial value of their data estate. Forces a chain from data → decision → revenue/cost impact rather than treating data as a balance-sheet abstraction. Outputs ranged from board-level valuations to asset-level prioritisation feeding platform investment.
Client-side at Jaguar Land Rover. Reported into senior data leaders on strategy and prioritisation. Attended JLR Data Fest 2024 as part of the engagement.
Contributor on Grace, Anmut's data-maturity diagnostic. Scores an organisation across capability dimensions, produces a maturity baseline + improvement roadmap. Used in initial engagements to scope where the value-creation opportunity actually sits.
Contribution to Anmut's published thinking on data value across sectors. Mapped how data contributes to enterprise value differently in financial services vs. consumer goods vs. industrials vs. healthcare.
Pricing strategy and GDPR engagements at large telecoms and insurance clients. The analyst-to-strategy transition. Cross-functional work with data, legal, and commercial leaders.
Digital-transformation programmes across the Royal Navy, the Police, and the Courts & Tribunals Judiciary. Where I cut my teeth understanding how strategy actually contacts operations in legacy estates.
Data asset taxonomy → use case mapping → value chain → P&L impact. The chain that turns "we have lots of data" into "this dataset is worth £X."
Capability assessment across data dimensions (governance, architecture, analytics, culture) → baseline → roadmap → prioritised investment.
Willingness-to-pay analysis, value-based pricing, and the GDPR-constrained question of how to monetise data without inheriting risk.
Unusually for a strategist, I can read schemas, evaluate platform decisions, and ship the prototype that proves the strategy.
Have a data-value or strategy problem worth a conversation? Send a short note and I’ll come back to you directly.
Verifying you’re human…
I help enterprises put a defensible number on their data — and then prioritise the work that moves that number. A decade across Anmut and Accenture Strategy, from FTSE-100 data valuations to pricing and GDPR, public-sector transformation to data-maturity diagnostics.
Unusually for a strategist, I can also read the schema, evaluate the platform decision, and ship the prototype that proves the strategy. Strategy is more durable when the person setting it understands the system downstream.
Several FTSE-100 clients are anonymised pending confirmation on what’s publicly nameable. Specific clients on request.
Led engagements helping enterprise clients quantify the financial value of their data estate. Forces a chain from data → decision → revenue/cost impact rather than treating data as a balance-sheet abstraction. Outputs ranged from board-level valuations to asset-level prioritisation feeding platform investment.
Client-side at Jaguar Land Rover. Reported into senior data leaders on strategy and prioritisation. Attended JLR Data Fest 2024 as part of the engagement.
Contributor on Grace, Anmut's data-maturity diagnostic. Scores an organisation across capability dimensions, produces a maturity baseline + improvement roadmap. Used in initial engagements to scope where the value-creation opportunity actually sits.
Contribution to Anmut's published thinking on data value across sectors. Mapped how data contributes to enterprise value differently in financial services vs. consumer goods vs. industrials vs. healthcare.
Pricing strategy and GDPR engagements at large telecoms and insurance clients. The analyst-to-strategy transition. Cross-functional work with data, legal, and commercial leaders.
Digital-transformation programmes across the Royal Navy, the Police, and the Courts & Tribunals Judiciary. Where I cut my teeth understanding how strategy actually contacts operations in legacy estates.
Data asset taxonomy → use case mapping → value chain → P&L impact. The chain that turns "we have lots of data" into "this dataset is worth £X."
Capability assessment across data dimensions (governance, architecture, analytics, culture) → baseline → roadmap → prioritised investment.
Willingness-to-pay analysis, value-based pricing, and the GDPR-constrained question of how to monetise data without inheriting risk.
Unusually for a strategist, I can read schemas, evaluate platform decisions, and ship the prototype that proves the strategy.
Have a data-value or strategy problem worth a conversation? Send a short note and I’ll come back to you directly.
Verifying you’re human…