Unlike traditional consultants, Dazza has spent the majority of his career inside operations — owning outcomes, fixing real problems, and being accountable for results.
What Dazza Brings
End-to-end process redesign across customer, finance, HR, and service operations
Lean & Six Sigma–led improvements focused on flow, waste reduction, and error prevention
Data-led decision making, including KPI design, workload modelling, and performance reporting
Automation and CRM optimisation to remove manual effort and reduce operational risk
Clear ownership models, including SOPs, RACIs, controls, and operating rhythms
Change leadership, ensuring improvements stick beyond implementation
Proven Results
Across roles in energy, retail, HR, and professional services, Dazza has delivered:
20–60%
Revenue growth across multiple sites
33%
Improvement in agent workflows
£5m+
Unearned or at-risk revenue identified
230+
Locations impacted by operational change
99.5%
Data accuracy through redesigned processes
These results weren't achieved through theory — they came from fixing real bottlenecks, simplifying workflows, and aligning people, process, and systems.
How He Works
Dazza is known for a direct, no-nonsense approach:
- No jargon
- No over-engineering
- No slide decks that never get used
He works closely with leadership teams and frontline staff to understand reality, redesign what matters, and embed improvements through clear ownership and governance.
Whether acting as a delivery lead, embedded improvement partner, or fractional Head of Operations, the focus is always the same: make operations easier to run and harder to break.
Credentials & Experience
Lean Six Sigma Black Belt Certified
10+ years in process improvement and operational delivery
End-to-end process optimisation across CRM, HRIS, finance systems
Multi-site transformation experience (230+ locations)
Revenue growth and leakage recovery (£1.5m+)
Data analysis, reporting, and performance management
Workflow automation and CRM optimisation
SOP, RACI, and control framework design
Change leadership and team development
Fractional and embedded operations leadership
I started this business after seeing the same problems repeat themselves in organisation after organisation.
Smart people stuck doing manual work that shouldn't exist. Teams arguing over ownership because no one ever designed the handover properly. Leaders making big decisions on instinct because the data couldn't be trusted.
And the most frustrating part? Everyone could feel something was broken — but no one had the time or space to fix it properly.
I've sat in the meetings where the same issues come up every month. I've worked inside systems where automation was layered on top of broken processes. I've watched good teams burn out trying to compensate for poor design.
This business exists to stop that cycle.
Not by adding more complexity — but by simplifying how work flows, clarifying ownership, and using automation only where it genuinely helps.
The goal isn't perfection. It's operations that are easier to run, harder to break, and supportive of the people doing the work.
That's the standard I hold my work to — because I've lived on the other side of it.
