Services
How we can help
A strategy is only real when the board funds it and the operating model can carry it.
Capabilities
Our capabilities
Ten areas we specialise in. Russell leads each one, with the Wexley team where the work needs them. Select any one for a summary.
-
Digital Strategy and Roadmaps
Strategies the board funds and the operating model can carry.
Digital strategies that survive contact with the CFO: clear investment logic, sequenced roadmaps and governance that connects ambition to delivery. Multi-year investment plans that boards endorse and regulators accept, written in the language capital allocators use.
-
AI, Data and Automation
Predictive asset analytics, data reuse, measured value.
AI that starts with the business problem and the data foundation, not the vendor demo. Predictive analytics on critical assets taken from use case to production, data built once and reused, and value tracked to the P&L. Delivered with a team that designs agentic automation and leads adoption, so the tools are actually used.
-
Digital Operating Model and Governance
Platform and product operating models for technology and digital.
Technology run as an enterprise capability, not background IT. Platform-based operating models with product ownership, IT and OT brought together as one accountable function, and stage-gate governance that controls digital investment without slowing delivery.
-
Digital Design-to-Manufacture
The digital thread from design to the factory floor, connected.
Fix the digital thread between design and the factory floor and the cost, quality and schedule problems follow. A six-week, fixed-fee DFMA diagnostic, a sequenced roadmap, and PLM, MES and QMS connected rather than collected.
-
M&A, Divestment and Separation
Carve-outs, TSAs, day-one readiness, stranded cost.
In a transaction, technology quietly sets the cost and the timeline. CIO-level experience of dependency scoping, TSA design and exit, day-one readiness, people transfer and stranded-cost removal across carve-outs, mergers and acquisitions.
-
Cyber Security in Critical Infrastructure
Security by design in nationally significant environments.
Security engineered in, not retrofitted, where failure is national news. Cyber strategy and operating models, OT and critical infrastructure protection, AESCSF and ISO 27001 accreditation, and programmes that measurably reduce human risk.
-
IT/OT, Telecoms and Resilient Operations
Technology the operation depends on, from the network to run-state.
Running the technology that must not stop across energy networks, telecoms and industrial operations. IT/OT convergence, four-nines reliability, networking and telecoms estates, carried through to run-state.
-
ERP and Enterprise Platforms
Business cases, consolidation and delivery across SAP and Oracle.
ERP decisions are fifteen-year commitments made under vendor pressure. Business cases boards fund, consolidation that genuinely reduces complexity, executive ownership from selection to stabilisation, and ERP, PLM, MES and QMS integrated as one estate.
-
Cost Reduction, Optimisation and Sourcing
Cost out without capability loss.
Anyone can cut a budget; the discipline is removing cost while protecting the capability the business needs next year. Structured cost-out with audited savings, vendor ecosystems built for leverage and resilience, and benefits tracked to the P&L.
-
Interim and Deal-Period Technology Leadership
Senior cover when the gap is expensive.
A vacant CIO chair, a transaction in flight, a function in trouble. Fixed-term CIO and CDIO-level leadership with an explicit mandate and decision rights, stabilising fast and handing a running function to the permanent hire.
-
Russell’s team
The Wexley team: AI, data and automation, change, delivery, process and analysis, joining when the work needs them.
-
Not sure which applies?
Most engagements touch more than one. Talk it through with Russell.
Chat to Russell
Ways to engage
Reimagine. Refresh. Realise.
Three ways to work with Wexley, each sized to the decision in front of you.
Reimagine
The Diagnostic
Process mapping where the work actually happens. Opportunity sizing against comparable operators, with commercial value attached to each gap. The deliverable belongs to you regardless of what happens next.
- Process maps
- Gap analysis against comparable operators
- Sized opportunities
- Sequenced investment roadmap
- AI and automation opportunities, sized
Refresh
The Advisory Cadence
A senior counsel rhythm for a CEO, CFO or CIO. An experienced voice in the room before the decision is made, with the independence to say what others in the room cannot.
- Board paper review
- Investment case challenge
- Programme and vendor assurance
Realise
Fixed-Term Executive Cover
CIO or CDIO-level leadership through a transaction or a turnaround. Accountable from day one, with a planned handover to a permanent leader.
- Interim CIO
- Deal-period leadership
- Day-one readiness
- Carve-outs and TSAs
Questions
Common questions
What does an interim CIO do during a carve-out?
An interim CIO takes accountable leadership of technology for a fixed term while the transaction runs. In a carve-out that means scoping every system and contract the business depends on, designing transitional service agreements and their exit, making the new entity ready to operate on day one, and removing stranded cost before handing over.
What is the Wexley Diagnostic?
A six-week, fixed-fee engagement that maps how work actually happens across your operation, compares it with comparable operators and puts a commercial value on each gap. You receive process maps, sized opportunities, AI and automation opportunities and a sequenced investment roadmap. The deliverable belongs to you, whatever happens next.
How do you bring IT and OT together as one function?
We start with accountability, not technology: one leader answerable for both the corporate systems and the operational technology that runs the network or the plant. Then we align governance, security and change control so engineering and IT work to the same standards, with cyber security designed in from the outset.
How do you build an ERP business case a board will fund?
By starting with the business decision, not the software. We set out what the current platform costs and risks, what the options really are, and what is not yet known, priced honestly. Boards fund cases they can trust, so the benefits are tied to the P&L and tracked after go-live.
Who does the work: Russell or a team?
Russell leads every engagement personally. He scopes the work, stays accountable for it and is in the room for the decisions. Where the work needs more depth or more hands, the Wexley team joins: specialists in AI and data, change, delivery, process and analysis whom Russell has worked alongside for years.
Not sure where to start?
Most engagements begin with a conversation about the decision you are facing. Russell will tell you plainly whether Wexley can help, and if not, who can.