About
Founder & Principal Advisor
A commercially focused technology leader who has spent 25+ years turning strategy into delivered outcomes — at the board table, on the deal, and in the programme.
Focused on programme definition, technology landscape and direction and engagement to deliver the outcomes sought.
The story
I started as an engineer writing C on Unix, and spent the next three decades moving steadily closer to the boardroom — without ever losing sight of how the technology actually works.
That path ran through software engineering, international consulting at PricewaterhouseCoopers, progressing from management consultant, to consulting practice lead, into sector business development, then Chief Technology Officer, and now Chief Digital Officer for Manufacturing, Energy & Utilities, working alongside the owner of a c.£130m annual sector P&L.
Along the way I've sold and led engagements from £5m to £50m and beyond — a global business separation for a manufacturer, a five-year IT & OT transformational cyber delivery framework for a water utility, transformation programmes across financial services, pharmaceuticals and aerospace. The common thread is relationships: I build trust with senior stakeholders to understand the real challenge behind the headline statement, and that's what makes the engagement — and the delivery — work.
Graeme Wright Advisory exists to make that experience available directly, without the weight of a large firm, yet with a network of trusted associates to tackle complex assignments — interim and fractional leadership for organisations that need a senior, sector-literate operator for a defined moment.
How I work
Performance follows motivation. People generally want to do a good job — poor outcomes usually mean a gap in skills, knowledge or information, not bad intent. I fix the system and the support, not the blame.
Collect data at source, automate wherever possible, and where people are involved make the right action the easiest one. Frictionless beats forceful, every time.
Structured problem analysis, ruthless 80/20 prioritisation, and insight-led conclusions. Every piece of work earns its place by answering the only question that matters to a board: so what?
Career
Client-engagement, business and strategy lead working alongside the c.£130m sector P&L owner. Board and CxO engagement across UK water, energy and manufacturing; personally measured on sector performance - revenue, margin and sales. Industry body engagement (SWAN, Spring) and NED.
Defined the sector technology strategy and proposition portfolio, curated the partner ecosystem, and acted as design authority on complex multi-technology bids.
Built the UK energy and utilities pipeline, developed senior client relationships and led pursuit teams on strategic deals; deepened working knowledge of Ofwat AMP and Ofgem price-control cycles.
Led a team of c.20 consultants delivering investment case, operating model and business change engagements; developed senior consulting talent into customer-facing leadership.
Joined from PwC focused on investment-case analysis, benefits realisation and transformation planning — including an early programme rescue that established the foundations for sector leadership.
Sold and delivered consulting engagements across financial services, pharmaceuticals, aerospace and telecoms — including a $3.8m programme in Korea/London and workstreams within £50m–£100m global transformations.
Progressed from senior software engineer to managing consultant for Northern Europe, leading partner-led sales across international markets. Completed an MBA during this period.
An early technical career in systems and applications programming — primarily C on Unix — that still informs how I judge technology decisions today.
Work with me
A short conversation is the quickest way to find out whether I'm the right person for what you're facing.
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