I’ve recently joined Grounded Research after what Clare would probably describe as a 13-year interview process.
As her husband, I’ve had a long view of the business, the clients we work with, and the role research plays across the food and farming sector….as well as being her tech support and spreadsheet wrangler. I’ve also seen the gap that can exist between insight and action. That’s ultimately why I’ve joined – to help close that gap.
My background is in data-led operations, with over 20 years’ experience across FMCG, utilities, defence and complex logistics, including a decade specialising in supply chains. I’ve spent much of that time working in environments where systems are complicated, decisions carry risk, and there’s no shortage of data. The challenge has never been access to information, it’s been making it reliable, meaningful and usable in the real world.
During my time at Amazon and elsewhere in procurement and FMCG supply chains, I developed a strong belief that while data capability is improving rapidly, often supported by AI, the fundamentals are still where most businesses fall down. Data quality, consistency and the logic behind what’s being measured are frequently overlooked. Insight is only as strong as the data that underpins it, and the people and processes generating it.
That’s the lens I’m bringing into Grounded. The team already delivers high quality, trusted research across the food system. My role is to build on that and help clients go further, not just understanding their challenges, but acting on them with confidence.
In practice, that means supporting clients in three key ways.
- First, strengthening the data that sits behind decision-making. Across many organisations, there’s a reliance on metrics that haven’t been properly interrogated. I work with teams to sense-check what’s being measured, identify inconsistencies, and improve confidence in the numbers that are driving decisions. Better outcomes don’t come from more data, they come from better data.
- Second, translating insight into operational action. Research often does a very good job of identifying opportunities, but embedding change is where things tend to stall. I work alongside teams to turn recommendations into practical, workable steps that fit within the realities of their operations. In food and farming, where margins are tight and time is limited, anything that doesn’t work on the ground simply won’t stick.
- Third, supporting digital and systems change. Many of the businesses we work with know they need to evolve, whether that’s through better use of data, improved supply chain visibility or new systems such as ERP platforms. Having led and supported transformation programmes in previous roles, I focus on making these changes practical and deliverable, working closely with teams to ensure they are adopted and deliver measurable impact.
My approach is deliberately hands-on. Too often, operational teams are expected to deliver change alongside their day-to-day roles without the support needed to make it work. I believe the best results come from working in partnership, embedding change in a way that is both realistic and sustainable. Over 10 years in the infantry and a few tours of Iraq and Afghanistan gives me some of the best ‘tell me about a time when you acted under pressure’ interview questions and means I am comfortable making decisions when things are squeezed.
Grounded has always been about producing insight that reflects the real world, whether that’s farmers, supply chains or consumers. What I’m excited about is extending that offer so clients can move seamlessly from insight through to implementation. If we can help businesses not just understand what’s happening, but actually do something about it, that’s where the real value lies.
If that’s something you’re grappling with, I’d be very happy to have a conversation.