Keswick Flooring

Richard Veys

Operating Model Modernizer

Connecting Technology to the Operating Model

Working across retail, e-commerce, manufacturing and logistics has taught me that transformation succeeds when technology is connected to the entire operating model. Every programme must address four interdependent elements: people, processes, technology and data.

Transformation requires understanding the current state, defining the future state and building a path between them. The challenge lies in creating a vision that is
both ambitious and operationally credible.

Successful transformation connects two key value streams: attracting, serving and retaining
customers, and delivering the promised product or service. Clear outcomes,
measurable value and stakeholder alignment are essential. I combine long-term direction with achievable milestones, creating alignment while maintaining momentum and confidence through consistent progress.

Preparing People for Lasting Transformation

The most important lesson I have learned is that ERP and e-commerce transformations are not primarily technology projects; they are changes to the organisation’s operating model.

They influence how people work, decisions are made, and how customers, products, orders, suppliers, payments and data flow across the business.

The business case must be compelling, as major transformation requires investment, creates disruption and carries risk. It should address a meaningful business need and deliver measurable value through revenue growth, cost reduction or risk mitigation. Technology should only change when it supports a clear business objective.

Preparation is equally critical. Time must be invested in understanding current processes, defining the future state, resolving design decisions and agreeing success measures before implementation begins. Unresolved challenges during design often become more complex and costly later.

Successful programmes also depend on experienced teams, including strong technical leadership, project management and capable partners selected for expertise rather than cost alone. Internal employees who understand the business must be actively involved, with adequate support to contribute effectively.

Testing should be continuous and based on real business scenarios. Even the most detailed plans cannot identify every issue until systems interact with live customers, transactions and data. Go-live marks the start of the next phase, requiring strong support, clear escalation paths and realistic contingency plans.

“Transformation requires clear direction, experienced people, careful preparation and continued support.”

These principles have helped me lead ERP and e-commerce programmes delivered on time and within budget, including Shopify Plus implementations and a migration from Netsuite to Microsoft Dynamics 365 Business Central. However, success is not measured only by delivery metrics. A system creates value only when employees adopt it and customers experience improvement.

Adoption remains the most important factor. Each department needs trusted representatives who can explain the change, support colleagues and provide feedback. Leaders must remain open to adjusting decisions based on real insights.

Ultimately, transformation requires clear direction, experienced people, careful preparation and continued support. Technology enables change, but people determine whether business value is achieved.

Starting with the Business Case

I start with the business problem rather than the technology. Every significant investment should have a clearly defined business case focused on increasing revenue, reducing cost or mitigating risk.

Revenue is often the most common business case, but it is also the most challenging to realise. Technology investments are frequently expected to deliver significant growth, yet the impact may take longer than anticipated or produce smaller results.

Cost reduction is generally easier to measure. Replacing software, improving efficiency or reducing operational expenses can often be reflected directly in financial outcomes.

Risk mitigation is harder to quantify. Investments such as cybersecurity may not show visible improvements because their value lies in reducing the probability or impact of potential issues. Like defence systems, they are most noticed when they are needed.

Measurement itself is rarely the challenge. Finance can track financial outcomes, marketing can use testing methods to evaluate impact, while risk requires a more measured approach.

The greater challenge is having leaders who can recognise when a change has not delivered the expected results, accept the evidence and reverse course when necessary. This level of humility and adaptability is essential for successful transformation.

Using AI to Extend Human Capability

AI is changing the relationship between employees and technology. Traditional systems require people to follow predefined processes, while generative and analytical AI can interpret information, suggest actions and make advanced capabilities accessible through natural language.

AI’s value is likely to come from three key areas: automating tasks, improving speed to market and attracting customers. At Keswick Flooring, I have introduced AI tools to support marketing copy, image rendering, data analysis and sentiment analysis across telephone and SMS engagement. These applications reduce time spent on initial work, help teams understand customer interactions at scale and allow employees to focus on judgement, creativity and relationships.

AI can significantly accelerate product and service development by supporting research, descriptions, R&D and trend identification. The first 70% of development can increasingly be AI-driven, while human expertise remains essential for refinement, ethical considerations and practical decision-making.

The customer journey is also changing as people increasingly use AI to discover products and services. Businesses must make their data accessible, structured and valuable for AI systems while maintaining strong governance, privacy and control.

Companies with years of valuable customer and operational data have a significant opportunity. By preparing their information in formats that AI can understand and use responsibly, they can create better customer experiences and compete effectively in an AI-driven marketplace.

Modernizing Legacy Systems with Purpose

Technology leaders should approach legacy modernisation as a managed business transition rather than a simple replacement project. Older systems often contain valuable knowledge, integrations and operational dependencies that must be understood before change begins.

The first step is assessing business criticality, technical risk, data flows, costs and dependencies to determine whether systems should be replaced, stabilised, integrated or retired.

Having led cloud migrations, ERP implementations and organisational integrations, I support phased modernisation with clear architecture, tested migration plans and strong governance. Cybersecurity, including identity management, access controls, data protection and resilience, must be embedded from the start.

AI provides opportunities to analyse legacy environments but requires careful governance. Successful modernisation reduces risk and cost while improving adaptability, security and customer continuity.