Outcomes I've delivered.
This is a new direction for me, but the experience behind it is not. Below are concrete outcomes from a decade in scientific product development and R&D leadership, and the kinds of challenges I'm best placed to help with.
What I've shipped.
Manufacturing transfer to Asia
Led full transfer of a major instrument platform to an outsourced manufacturing partner in Asia as part of a new system launch in 2026
$1M+ follow-on from a critical GMP install
Directed an end-to-end GMP customer programme spanning Engineering, Manufacturing, Quality, Logistics, Sales, and Service. Identified and mitigated risks that would have caused the install to fail under standard processes. Successful customer outcome led to over $1M in subsequent orders.
40% → 95% FPY on a consumables product line
Drove the manufacturing and quality improvements that took a struggling consumables line from 40% first-pass yield to 95%, eliminating six-figure scrap costs and materially improving downstream product reliability.
4 concurrent programmes delivered as VP
As Vice President of R&D, accountable for two multi-year integrated platform programmes, new consumable launch, and new software releases — running in parallel with a 35-person team.
Built Sustaining Engineering from a restructure
Took on the new Sustaining Engineering team after a large company restructure. Brought cohesion across hardware engineers, software engineers, and application scientists, and aligned the team's delivery to company priorities within a few weeks.
Improved Acceptance Testing & Change Reviews
Shaped Refeyn's Factory Acceptance Test process and was one of a small group authorised to certify instruments. Co-created the cross-functional Change Review Board to govern changes through Operations and Service.
The situations I'm best placed for.
If your team's current pain looks like one of these, a discovery call is probably worth it.
Hardware works in the lab; doesn't work at the customer
Field reliability and install issues that aren't being closed out fast enough — the feedback loop from customer site back to engineering is broken or slow. I've lived this; it's solvable with the right structure.
You're about to transfer to outsourced manufacturing
Technology transfer to a contract manufacturer is full of subtle traps. I've led one through start-to-finish for a complex integrated platform, including supplier readiness and acceptance testing.
Multiple programmes; everything feels late
Resource conflicts, prioritisation gaps, missed dependencies. Often the issue isn't capacity, it's that nobody is making the difficult sequencing calls early enough.
Founder is wearing the R&D hat reluctantly
Often it's too early to hire a full-time VP, but R&D is too important to leave under-led. A fractional engagement gives founders senior R&D depth without committing to a full-time hire too soon.
R&D and Operations don't quite trust each other
Handover from R&D to Operations is where many product programmes lose momentum and quality. I've designed and lived the processes that make this work.
The product roadmap and what's actually happening have drifted apart
Sometimes the issue is communication, sometimes it's structural. I run regular product development reviews and board reporting that keep these aligned without becoming a paperwork exercise.
Sound like your situation?
Tell me what's going on. I'll listen first and suggest the most sensible next step, or point you to someone else if that's a better fit.