Most manufacturers don't have a technology problem. They have a visibility problem that technology keeps being asked to solve — a plan that lives in one person's spreadsheet, a changeover cost nobody has written down, a schedule that is accurate right up until the moment something moves.

I work on the part underneath: how planning actually happens, who decides what, and what the system would have to know to be trusted. Then I build it, or I help your team build it.

What that looks like

Planning and scheduling. Demand, capacity, constraints and changeovers — modelled as they really are, not as the ERP wishes they were.

Supply chain strategy. Where the cost and the delay genuinely sit, evidenced well enough to act on.

Systems people use. A plan nobody trusts is a document. The measure of the work is whether the planner opens it on a Monday morning.

How it runs

Short engagements to begin with — a fortnight of looking before anyone proposes anything. If there's a system worth building at the end of it, we'll both know why.