I am an enterprise transformation and programme leader with extensive experience shaping and delivering global £50m–£100m+ multi-year transformation portfolios for FTSE 100 and complex, regulated organisations. My work typically involves translating strategic ambition into prioritised, value-led programmes that improve performance, restore delivery confidence, and build sustainable organisational capability. I am frequently asked to operate where complexity, dependencies, or past delivery issues have constrained progress.
Much of my experience has been leading enterprise-wide transformation agendas spanning operating model, digital, and customer-critical operations across global supply chain, fulfilment, and asset-intensive operations within B2B/B2C. This includes defining target outcomes and roadmaps, establishing governance and decision-making, managing investment trade-offs, and ensuring benefits are realised — not just planned.
Over the last decade, I have led enterprise-wide transformation agendas, spanning operating model, digital enablement, and customer-critical operations across global and regulated environments.
I am known as a trusted advisor to executives and boards, combining strong commercial judgement with disciplined programme leadership. I bring pace, clarity, and transparency to complex environments, using pragmatic Agile, Waterfall, and hybrid delivery approaches appropriate to the context.
A core strength is building and leading high-performing, matrixed teams across functions, geographies, and partners, while strengthening enterprise delivery capability so change continues beyond the life of individual programmes.
Selected career achievements:
This page shows all the current person engages with BestPractice.Club across:
Paul Gething on why well-governed transformation programmes can still be in deep trouble, how to read genuine organisational readiness, and why that evidence belongs inside the business case rather than a parallel workstream.
By the time you start talking to vendors, how many of the decisions that will determine whether your investment succeeds have already been made — and how many of them were made explicitly?
When your key stakeholders say they agree on the problem, do they actually agree on what solving it requires — and how would you know if they didn't?
Most capability investment cases that fail to get approved, or get approved and then stall, do so because the organisational conditions were not right. This session examines what those conditions actually are and how to build them.