The whole is the point.

Surface planning existed but was limited to select functions with no integrated view across projects, products, and commercial activity. KPIs were disconnected from holistic business goals. Proposed a three-anchor IBP model — business, product, function — bringing every function into a single planning cadence with connected KPIs. Approved to proceed to MVP.

Engineering planning existed across 9 global subsystems but no one could see across all of them. Data collection took weeks. Demand was only 66% visible — which meant missed hiring windows, projects accepted without knowing if capacity existed, and underutilized global delivery centers. Built the framework, guidelines, and Power BI structure that took demand coverage to 95% and gave One Engineering its first shared planning language.

Engineering S&OP generated data across 50+ sources — but no centralised platform existed to make it usable. Planning was fragmented and manual, and data-driven decisions at executive level were impossible. Conceived, built, and evolved Glance from a manual Excel replacement into an integrated planning ecosystem connecting demand, capacity, budget, headcount, and actuals. Shifted leadership from data gathering to decision making.

The gap between strategy and execution is widest at the moment a commitment is made — before anyone has checked if delivery is actually possible. Tender inaccuracy and execution plan changes were the top two drivers of value destruction — accounting for over 45% of VD in both regions studied. Built an integrated scheduling framework from prospect through execution that closes that gap at the earliest stage. Leading implementation across 6 subsystems — 2 complete, target July 2026.

Global Engineering Centers had no clear purpose, stagnant growth, and significant untapped potential. Without a strategy they were operating as resource pools — available, but not directed. Co-developed the GEC Strategy A3, redefining them from support units into execution centers across four pillars. Two global centers transitioned to execution centers within six months. Capacity only means something in a planning system if you know who has it, where they are, and what they can do. This is what made that visible.

Engineering needed to reduce OPEX while simultaneously ramping capacity to support significant business growth. Those two goals looked like opposites. Built a Power BI what-if analysis drawing on planning data — modelling capacity, cost, and demand by location — to give leadership its first structured view of engineering footprint economics.

Siloed operations accounted for 35% of the organisation's top-20 value destruction events — 20% of total events. The problem wasn't coordination. It was structural. Diagnosed two systemic root causes using six independent data sources, mapped them to seven strategies, and presented to leadership.

Engineering a fitting configuration took ~80 hours, each variant largely re-engineered from scratch. Through structured A3 problem-solving, design standardisation, and a configurable interface, I cut it to 8 — a 10× reduction — and built the configurator and stocking logic that made it repeatable. Awarded the TechnipFMC Gold Medal of Recognition.