University of Cambridge (Judge)

dashboards, but the greater challenge was convincing experienced employees to abandon long-standing practices. To build trust, I began by listening. I spent time on the factory floor, held one-on-one conversations with managers, and showed respect for existing practices; to reinforce credibility, I introduced minor process improvements and transparent documentation that delivered visible results. Once I sensed openness, I prepared a business case for an ERP pilot focused on inventory management: leading a ten-person team, I simplified the system into modules, ran daily training, and adapted workflows based on employee feedback. The pilot delivered measurable results, order fulfilment improved by 20%, overstocking fell by 25%, and storage costs declined by 18%. Today, automation spans production and logistics, with many former sceptics now seeking further upgrades. This experience taught me that transformation is not just about technology but about leading people, earning trust, adapting patiently, and persuading through consistent action.