Led · Case study
Enterprise IT transformation across a multi-site manufacturer
Modernizing IT for an apparel group of 2,600+ accounts — unifying identity, digitizing the factory floor, and automating the back office, with governance underneath it all.
- Identity & mail unification across 8+ sites
- Manufacturing Execution System + IoT
- Document management with e-signature
- Robotic Process Automation (RPA)
- IT governance, Code of Conduct & SOPs
The situation
The group ran fast, large-scale apparel manufacturing across more than eight sites and 2,600+ user accounts — but IT had grown site by site rather than as one system. Identity and mail were fragmented, the factory floor still relied on manual tracking for work-in-progress, approvals moved on paper, and back-office teams spent their days on repetitive data entry. None of this was a single broken thing to fix; it was the absence of a shared foundation. My mandate was to put that foundation in place while the business kept running.
How I approached it
I start with people and expectations before tools. The first work wasn’t technical at all — it was establishing an IT Code of Conduct, clear SOPs, and ownership, so that every initiative after it had a governance frame to hang on. From there I sequenced the program so each piece delivered value on its own while laying track for the next: identity first (everything depends on it), then visibility on the floor, then the paperwork, then the repetitive work.
What we delivered
- Unified identity and mail for 2,600+ accounts across 8+ sites in a hybrid on-prem/cloud model — one directory, one sign-in, one place to grant and revoke access.
- A Manufacturing Execution System with IoT that made work-in-progress and production status visible in real time instead of being reconstructed after the fact from manual counts.
- A Document Management System with digital signatures and workflow approval, so that routing, sign-off, and the audit trail lived in one system rather than in paper trays.
- Robotic Process Automation for the high-volume, rule-based back-office work — freeing people from the repetitive parts of their jobs.
- The governance layer — Code of Conduct and SOPs — that turned all of the above from projects into durable, owned practice.
The outcome
The group moved from a set of site-by-site IT setups to one coherent platform: a single identity backbone, a factory floor you can see in real time, paperless approvals with a clean audit trail, and back-office teams spending their time on judgement rather than data entry — all governed by standards that outlast any one project. Specific efficiency and cost figures are in my CV and available on request.