A logistics company with a high-risk technology estate needed to modernise its infrastructure at national scale - with the governance and leadership to execute safely.
A logistics company was carrying a high-risk technology estate with infrastructure that had grown complex and difficult to manage. Technical debt had accumulated to the point where it was creating operational risk across a nationally critical logistics operation.
National datacentre rehosting programmes were required to modernise the infrastructure at scale - but the complexity of the environment meant execution required credible technical leadership.
Technical leadership was provided on the national datacentre rehosting programme, stabilising the estate and driving the infrastructure modernisation forward with the governance and decision accountability needed to keep a programme of that complexity on track.
Clear technical ownership was established throughout, with risk surfaced transparently. The engagement was structured to leave governance in place after exit.
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A UK logistics operator running critical operational systems on physical infrastructure in a datacentre that was reaching end-of-life. The migration window was tight, the operational dependency was acute, and downtime risk had direct customer-service implications.
Senior delivery leadership across the rehosting programme - target architecture, migration design, supplier governance, and operational readiness. Worked alongside the logistics operations team to ensure cutover risk was understood and managed at every step.
Datacentre rehosting completed without service incident. Operational systems migrated with full continuity. Modernisation roadmap established for the subsequent platform evolution. Internal capability uplifted to manage the new estate.
The end-to-end programme took approximately nine months from architecture design through to final cutover and stabilisation. The cutover itself was managed in phases to limit exposure.
Treating the rehosting as an operations programme that happened to involve infrastructure, rather than an infrastructure programme that affected operations. The framing changed how risk was assessed and how decisions were sequenced.