Build
Production, warehouses and logistics.
I developed and implemented operational systems. That taught me to judge technology by its consequences for the people and processes that keep a business running.
04 / Experience
Built through practice.
Brought together in leadership.
From developing systems on the operational frontline to shaping enterprise products and advising leaders, my perspective has grown through responsibility for what happens after a decision is made.
Technical foundations. Leadership across the business.
My experience has grown through the work itself. Each step added a wider responsibility for how technology, commercial priorities and people come together.
Connect
Projects, collaboration and knowledge.
I delivered project-management and enterprise collaboration solutions, connecting workflows, business information and the people who need it to make decisions.
Advise
From technical solutions to business consulting.
Across years of technical, solution and business consulting, I translated customer needs into workable choices. Building a consulting business sharpened my commercial judgement.
Own
Platforms and the teams behind them.
Platform ownership and team leadership added responsibility for reliability, priorities and delivery across functions. A solution had to remain useful long after launch.
Scale
Agile change at enterprise scale.
I led coordinated migration delivery involving more than 17,000 users, bringing teams, dependencies and adoption together around a shared direction.
Lead
Products, people and lasting value.
Product management and leadership of cross-functional delivery included global platforms with 24,000+ monthly users. My focus grew to the choices, ownership and people that sustain value.
Bring it together
Board perspective. Executive advice. Interim leadership.
Today, I work with board advisory through DueBau Consulting. The same background supports my director-level digital consultancy and interim leadership, connecting strategic choices with what the organisation can actually deliver.
The detail matters. Let’s discuss the experiences most relevant to your decision and what they could mean for your organisation.
MBA depth. Board perspective.
Practical responsibility has shaped my judgement. Business education and board training have broadened the perspective I bring to strategy, leadership and investment decisions.
The business foundation behind the technical depth
My Mini-MBA from Leaders Excellence (2024) and Board Member & Organizational Leadership training through ConsilioNexus complement my experience with technology, products and people. I connect that learning with the commercial choices, priorities and organisational responsibilities leaders face.
Board advisory in practice today
I currently work with board advisory through DueBau Consulting. I bring experience of developing technology, owning platforms and leading change into discussions at board level, connecting strategic choices with what the organisation needs to deliver them.
How I work with boards03 / Meet Allan
How I lead when the answer is not obvious
Clarity, courage and shared direction are practical commitments. They shape how I listen, challenge proposals and help people take responsibility.
Understand the work before shaping the answer
I listen to leaders, specialists and the people who will use the result. A process that looks simple from headquarters can be difficult on a factory floor or across local teams. I bring those realities into the discussion early, so we solve the right problem.
Make choices and responsibilities explicit
I put competing needs, constraints and dependencies on the table. We decide what matters first, what can wait and who has authority to act. I challenge assumptions respectfully and give specialists room to shape the solution within a shared direction.
Lead through trust and follow-through
I combine a collaborative leadership style with clear commitments. Teams have room to raise concerns, challenge assumptions and act. I help remove obstacles, coordinate partners and follow up on delivery, how people use the result and whether it improves daily work.
MY PURPOSE
Back to Meet AllanTo create clarity, courage and shared direction, empowering people to find their voice and together turn ambitious visions into meaningful, lasting results.Experience across the business.
Across development, consulting, product and platform ownership, I have worked with the needs of many different business functions. These examples show the breadth behind my advice and why I look at technology as part of the whole organisation.
Production, warehouses & logistics
Built and implemented production, inventory, warehouse and data-collection systems, alongside supply-chain and shipping solutions.
Product development & 3D printing
Built solutions for product development and a webshop for 3D printing, connecting specific business needs with usable digital tools.
Communications & employee engagement
Owned global intranet and internal communications products, including news, enterprise search, local communication and employee-engagement services.
HR & employee services
Product and platform work supporting employee information, benefits, onboarding, leadership development and access for frontline colleagues.
Legal, policies & compliance
Solutions for policy information, controlled content and trusted access, including product responsibility for policy portals and an AI policy-assistant proof of concept.
Quality & safety
Digital solutions supporting quality work and access to quality and safety information, informed by experience with requirements for procedures, controls and incident registration.
Finance & business information
Made financial information accessible through integrated portals, alongside ERP-connected information, reporting and data for operational decisions.
Projects, documents & case management
Delivered project-management, case-management and document and records-management solutions that connect business information with the people responsible for the work.
Sales & customer-facing consulting
Combined needs analysis, pre-sales, business cases and solution design with customer consulting and account relationships. This brought commercial understanding into technical delivery.
IT, knowledge & collaboration
Enterprise architecture, platform ownership and team leadership across Microsoft 365, collaboration, information architecture, knowledge access and platform governance.
Different functions have different priorities, but their information, systems and responsibilities connect. I bring experience of those connections into the decisions we make together.
Discuss the areas that matter to youTwo examples of responsibility in practice
These examples show the problem, my responsibility and what changed. They explain the experience behind my advice. We can discuss the decisions and lessons most relevant to your situation.
Modernising a platform the business relied on
- The situation
- An established digital workplace needed to move to Microsoft 365. The work involved 17,000+ active users, 15,000 sites and more than 200 related solutions, while the organisation still depended on those services.
- My responsibility and contribution
- I led product and platform responsibilities for the transformation, owning backlog and resource priorities across five teams with around 45 people. I connected technical dependencies, business priorities and delivery capacity, alongside communication, training and user enablement.
- What changed
- The migration moved the workplace to Microsoft 365 while protecting business continuity. Work across the related solutions reduced fragmentation and created a more coherent platform foundation.
- What it brings to my advice
- A migration decision commits the organisation to changes in ownership, working practices and support as well as technology. Those commitments need to be understood before delivery starts.
Turning a disrupted platform into a dependable service
- The situation
- A large enterprise collaboration platform suffered recurring major incidents. It supported more than 10,000 active users and needed a more reliable operational foundation.
- My responsibility and contribution
- I held enterprise architecture and platform responsibilities. The work combined stabilisation with technical principles, information architecture, governance and collaboration across business, IT and external specialists.
- What changed
- The platform became a stable service. Clearer technical and governance foundations supported its continued use and development.
- What it brings to my advice
- Stability depends on how a platform is owned and operated as well as its technical design. I bring that perspective to decisions about investment, platform change and the responsibilities needed to sustain it.
What decision or change is in front of you?
Tell me what you need to achieve and what is getting in the way. We will clarify where my experience can help and whether the next step is advice, a focused review or interim leadership.
Explore ways to work together