The In Place methodology is grounded in how businesses actually operate. These principles guide the work, from the first conversation through to implementation and everyday use.
Start with the people doing the work. I talk to the teams using the systems, work through their handoffs and workarounds, and understand what makes their day harder. A process that looks sensible on paper can still create extra effort for the people expected to use it. Their knowledge helps shape a solution that fits the reality of the business.
Going live is only part of the job. People need to understand why the change matters, what they are responsible for and how it fits into their daily work. I consider communication, testing, practical guidance and adoption from the beginning. If people keep returning to a spreadsheet or an old process, I look at what is getting in the way rather than assuming they simply need more training.
The business should be able to understand and maintain the change after I leave. That means clear ownership, useful documentation, knowledge transfer and decisions that people can explain. When a process depends on one person's memory or a provider's undocumented knowledge, I help make that knowledge accessible and give the team a practical way to carry it forward.
A request for a new CRM, automation or AI can be the starting point, but it isn't yet the problem definition. I first work through what the business is trying to achieve, how the work happens today and what is preventing the right outcome. That gives us a basis for deciding what to keep, improve or change, including making better use of what is already there.
Before automating work, check whether it needs to happen that way at all. I look at repeated data entry, unnecessary approvals, unclear handoffs and workarounds that have become routine. Simplifying the process may remove the problem. Where technology is useful, it should support the improved way of working rather than make an inefficient process run faster.
A change in one system can affect another team's workload, reporting, customer experience or access to information. I trace those connections across processes, people, systems and data so a local improvement doesn't create a problem elsewhere. This shared view also makes dependencies clearer and helps the business sequence change realistically.
I start with the business requirement, without a preferred product or platform to sell. Options are assessed against fit, cost, risk, existing systems and the team's capacity to manage change. Sometimes the right answer is to retain a system, use it better or connect it to something already in place. Recommendations become practical priorities for now, next and later, rather than a list of new technology to buy.
Ownership, controls and human judgement need to be part of the design. For AI, that includes deciding what information can be used, where outputs need checking and who remains accountable. For systems and integrations, it includes access, decision rights and responsibility when something goes wrong. The level of structure should fit the business and the risk, and help people work confidently without unnecessary bureaucracy.
Business insight, systems thinking and delivery experience come together in the In Place approach. The work spans understanding operational needs, shaping practical solutions and helping people put change into everyday use.
Connect commercial priorities with how work actually happens. Experience includes improving financial reporting and controls, mapping construction and insurance-repair workflows, and designing CRM and onboarding processes. The focus is clearer handoffs, useful information and ownership that makes sense to the people doing the work.
Translate business requirements into technology choices and connected solutions. Experience includes business systems ownership across a nationwide retail network, assessing ecommerce and POS options, and defining requirements for custom development and integrations. Decisions consider the wider operating environment, existing investment and the impact on other teams and systems.
Keep business needs, technical work and people aligned through change. Experience includes coordinating delivery across markets, developers and vendors, leading business-critical system changes, and supporting testing, launch and operational handover. Practical governance, communication and knowledge transfer help the business use and sustain what has been implemented.
Through In Place Solutions, I advise on operating requirements and technology choices, shape solutions and coordinate delivery across business stakeholders, developers and vendors. My consulting work spans retail, financial services, construction, ecommerce and accommodation.
For a national franchise retailer, assessed ecommerce and POS options against costs, store access and reporting needs.
For an insurance repair and construction business, designed an operating workflow and PMO structure spanning job types, reporting and initial site-compliance requirements.
For a financial-services organisation, supported programme and governance structures and an interest-calculation review with systems leadership and external peer review.
For retail and ecommerce businesses, managed digital-platform work across development and integration partners, including testing, launch dependencies and operational handover.
For a tourism accommodation business, designed a CRM and host-onboarding workflow from lead qualification through to live status.
The sectors and systems change. The approach remains grounded in understanding how the work happens, defining the right direction and leaving the business with the knowledge and ownership to sustain it.
You don't need to arrive with a project brief or a technology solution already in mind. Tell me what is happening in the business and what you're trying to achieve. We can work out the right starting point.
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