Founder & Managing Director
Russell Morris
ASX50 and FTSE100, private equity, a founder-led manufacturer and long-term ownership within Berkshire Hathaway.
“I have spent my career on the accountable side of the table. Wexley exists to put that experience in the room before the decision is made.”
For twenty-five years I have led technology where getting it wrong is measured in public consequence: national energy networks, global industrial manufacturing and major construction, across three continents and ten countries.
Working under every kind of owner has taught me how capital, risk and patience shape what technology can actually deliver.
The constant across all of it: psychology precedes technology. Platforms change when people decide to change how they work, and not before.
I founded Wexley Advisory in June 2025 because leadership teams kept asking for the same thing: someone who has made these decisions before, who will say plainly what is known, what is not, and what it will cost to find out.
Russell is based in Sydney, with family roots in Yorkshire.
- 4×CIO50 Australia honouree
- 2×CIO100 UK honouree
- INSEADExecutive Leadership qualification
Problems solved
The kinds of problems Russell solves
Described rather than named: the organisations are covered by confidentiality agreements.
Retiring systems the business has outgrown
Core platforms and ERP
Secured a $30m Board investment case to retire a legacy ERP first implemented in 1996.
Keeping critical infrastructure running through change
Energy and transmission
Brought IT and operational technology together as one function for the first time, on a major electricity transmission network.
Connecting design to the factory floor
Manufacturing and construction
The digital thread across design, quality and supplier integration in manufacturing and industrial environments.
Leading technology through a transaction
M&A and divestment
Separated a large business unit inside a live regulated network.
Securing operational technology
Cyber and IT/OT
Delivered a SCADA network built with cyber security by design from the outset.
Getting a strategy funded and delivered
Boards and executive teams
Authored a nine-figure technology investment plan, endorsed by the Board and submitted to the energy regulator.
How Russell works
Three principles
The decision comes first
We start with the decision you have to make and the process it affects. Tool selection follows.
Honest about risk
Every proposal says what is not yet known: a cost, a timescale, a success measure. Boards fund what they can trust.
Russell leads every engagement
You will not be handed off after the first meeting. Russell scopes the work and stays accountable for it, bringing in specialists from his team only where the work needs them.
Russell’s team
The specialists Russell brings with him
Russell is the principal on every engagement. Behind him is the Wexley team: specialists he has worked alongside for years, who join when the work needs more depth or more hands.
One point of accountability
Russell scopes the work, leads it and answers for it. The team works under his direction, not in place of him.
Sized to the job
Specialists join when the work calls for them and step away when it is done. You do not fund a standing team.
Proven together
A team Russell has delivered with for years, across energy and utilities, water, manufacturing, aviation, government and financial services.
AI, Data and Automation
Practical AI and agentic automation, enterprise architecture and data platforms, taken from use case to something that works on Monday morning.
Programme and Transformation Delivery
Programme and portfolio leadership for complex, interdependent work. Delivery assurance, recovery of programmes that have stalled, and ERP, data and cloud platforms taken through to go-live.
Change and Adoption
Change that lands: business readiness, executive and sponsor coaching, and adoption of new digital, cyber and AI tools, led at Master accreditation level with the Change Management Institute.
Process Improvement and Operational Excellence
Lean Six Sigma, value-stream mapping and process architecture that remove waste and clarify ownership, from the factory floor to the back office, including process separation for divestments.
Business Analysis and Business Cases
Requirements, process mapping and stakeholder workshops that turn operational problems into testable solutions. Business cases that secure funding, and robust procurement and tender governance.
Digital Operating Model and Delivery Leadership
Digital operating model design, agile and SAFe delivery, and supplier and commercial management. Cross-functional teams brought to order and kept moving.
Talk to Russell directly
No account managers and no hand-offs. The first conversation is with Russell, who leads the work and stays accountable for it.