Calum Stewart


Calum has primary responsibility for client relationships, business development and direction.

Calum founded Intuitus in 2002 following an earlier career in business development and project management with systems integration companies including IBM, ICL and Cap Gemini Ernst & Young. He has a deep understanding of the value of technology and IT due diligence in support of a broad range of financial and strategically-sponsored transactions, what is important to both the buyer and the seller when undertaking due diligence, and how these services need to be delivered. His due diligence experience dates back to services provided to Lloyds Bank at the time of its merger with TSB in 2000.

Calum has an Honours degree in Business Management and French from Loughborough University. He loves the mountains and his personal interests include hill walking, road cycling, skiing and golf.

Adrian Astley-Jones


Adrian is responsible for client relationships and business development at Intuitus.

Adrian's career in IT has spanned both corporate IT and early stage technology companies. He spent 9 years at Computacenter plc in a number of senior roles, latterly as Business Development Director, and then several years as an advisor and Non-Exec to a number of early stage technology companies helping them to commercialise their offerings and structure their growth plans. He focused most recently in the software, mobile and general technology sectors.

Adrian has an MA (Hons) in Political Science from the University of Dundee and a Master's degree from Strathclyde Business School. He is a keen rugby fan, plays golf and enjoys the wild parts of Scotland’s beautiful coastlines.

Garry Tough

Business Relationship Director

Garry joined Intuitus in 2014 and has led our work on over 200 engagements including buy-side transactions, sell-side, M&A, carve outs and portfolio value enhancement in the UK and the DACH region.  

Garry’s broad experience in technology and IT spans hardware, software, telecommunications and technology services since starting his career with ICL and then GE. He spent 9 years at Thus plc in a number of senior sales management roles including Sales Director reporting to the UK Board and overseeing a transition in the salesforce to a services-focussed business. Garry has also held several Country Manager positions for USA and UK based software services organisations, enabling them to build a presence and expand in Scotland.

Garry has a BA (Hons) in Commerce from Edinburgh Napier University and an MBA from the University of Stirling.

Alasdair Redmond

Technical and Digital Director

Alasdair has day-to-day responsibility for technology and client service delivery at Intuitus.

Alasdair has over 20 years of experience in technology leadership. He held leadership positions in a number of consultancies and systems integrators, prior to joining Convergys Corporation, a world leading BPO. As Global Vice President, he was responsible for all client facing technology solutions and services, creating value for leading global companies across a broad range of industries.

More recently Alasdair held a Group CIO role and was named to the UK CIO 100 in 2016 on the strength of the digital transformation he led. This work included research into the application of IoT (Internet of Things) and Machine Learning to enhance Education.

Alasdair has an Honours degree in Law from the University of Central Lancashire and in 2009 completed the Delivering Information Services programme at Harvard Business School. Outside of work Alasdair enjoys family life and the great outdoors.

Nancy Moore

Operations Director

Nancy has day-to-day responsibility for projects and client service delivery at Intuitus.

Nancy has an extensive knowledge of Retail Banking and the Life and Pensions industry, gained through a 28-year career in IT in blue chip financial institutions. An expert in defining technology strategies and development roadmaps, she brings significant experience in business and enterprise architecture disciplines.

Her 23-year career in Standard Life involved the delivery of strategic programme definitions, technology and capability roadmaps, high level target operating models, business and IT capability models and evaluations. Nancy then joined Tesco Bank to establish a strategic analysis function within IT. In 2015, Nancy acted as interim lead enterprise architect for Atom Bank, a new digital FinTech start up bank, where she was responsible for definition of its Strategic End State Architecture and development roadmap.

Outside of work, Nancy has a keen interest in art and literature, writes for a national archive and is enjoying bringing up her new puppy.

David Ford

Business Relationship Manager

David is responsible for client relationships and business development at Intuitus.

David has over 25 years’ experience in delivering business value from IT change. He is also a successful relationship manager who fully appreciates the importance of understanding our customer’s needs and delivering actionable business outcomes.

David has worked for Scottish Amicable, IBM and most recently Ceridian/SD Worx. He has a BSc (Hons) in Computer Science from Strathclyde University. David also enjoys squash, keeping fit and spending time with his family.

Douglas Eadie

Business Relationship Manager

Douglas is responsible for client relationships and business development at Intuitus.

Douglas started his career in IT with Nortel before moving to a billing software company, working with mobile network operators across EMEA and Asia. More recently, Douglas has spent over 10 years in various commercial management positions with Bitwise, a specialist software services company, working with some of the world’s technology leaders across a range of business sectors in Europe and the USA.

Douglas has a BSc (Hons) in Mathematical Sciences from Strathclyde University. He is an enthusiastic golfer and enjoys travelling with his family.

Jill Smith

Business Relationship Manager

Jill is responsible for client relationships and business development at Intuitus, with a particular focus on Intuitus' activities in Benelux and Southern Europe.

Jill has over 20 years experience in technology and client relationship management, with a focus on telecommunications and data centre technology in banking and finance.  Jill has worked for Thales, Virgin Media Business, Vodafone, and most recently for IBM.

Jill has a BA (Hons) in Business & Finance from Brunel University and enjoys martial arts and hillwalking.

Fiona Diack

Head of Marketing

Fiona is responsible for developing and implementing marketing strategy to support business growth at Intuitus.

Fiona joined Intuitus in 2018 after 13 years in B2B and partnership marketing, with a focus on the technology and financial services sectors. Fiona’s experience includes roles at FreeAgent, Lloyds Banking Group and Aberdeen Asset Management.

Fiona has an honours degree from the University of Edinburgh, a Professional Diploma in Marketing and is a member of the Chartered Institute of Marketing. Outside of work Fiona loves to travel. She also enjoys hiking, pilates and learning German.

Rob Gibson

Managing Consultant

Rob is responsible for managing Intuitus’ due diligence teams through the delivery of client assignments.

Rob joined Intuitus following appointments as IT Director for various organisations. Prior to this he was a management consultant, managing assignments and delivering complex solutions to organisations across many sectors. Rob became expert in designing and delivering IT strategies to underpin business strategies. He is also expert in programme and project management delivery. In his earlier career Rob was an officer in the British Army, where he served in many operational theatres throughout the world.

Rob has an MSc in Advanced Information Systems Design from Cranfield University. He is a keen sportsman and has a particular interest in running, golf, offshore sailing and skiing, as well as being a qualified rugby coach and referee. He also enjoys playing the drums.

Mike Cessford

Managing Consultant

Mike joined Intuitus following a career of over 20 years as a senior Management Consultant focussed on M&A, Change and Programme Management. In addition, Mike has worked in interim management for over three years.

Working in the UK and Internationally, Mike is used to working with wide stakeholder groups, working with senior management teams and managing complex business problems. These £MM programmes have involved building new corporate capabilities in order to meet business and regulatory requirements, operational and organisational change, process improvement, and systems and data transition.

Mike is also a qualified ISO 9001 auditor and is accustomed to working with the disciplines of industry regulatory and operational standards / requirements. He also enjoys Ice Climbing, Mountaineering and Cycling.

Karine Gourlay

Managing Consultant

Karine joined Intuitus following a career of over 25 years working in IT. Prior to this she has delivered large scale Digital Transformation Programmes globally across a number of industry sectors including Logistics, Insurance, FMCG and Utilities. In addition, she has worked at Board level developing and then leading technology strategies for organisations.

Additionally, Karine has managed IT workstreams during Mergers and Acquisitions activity within FTSE 30 organisations; after which she managed the acquired IT function through the full integration into the parent organisation. She has also worked in professional services organisations as a Principal Consultant.

Outside of work Karine has a passion for horses. She owns four and regularly rides and competes on two of them.

Alan Fisher

Managing Consultant

Alan joined Intuitus following more than 25 years working in IT in various financial services organisations. 

An experienced Enterprise Architect, he has performed IT Architecture Governance, chaired Design Assurance Committees and led numerous Solutions Architecture and system design activities in support of major change projects and programmes. 

His work has encompassed a broad range of business functions and a diverse set of platforms and supporting technologies - including infrastructure, networks, data, middleware, API, cloud, operations and security services. His most recent focus has been on IT Transformations including the adoption of Agile working methodologies, Cloud enablement and Data Centre to Cloud migrations.

Alan has a BEng (Hons) in Electronic & Electrical Engineering from Strathclyde University. He enjoys cycling, infrequent snowboarding and is a keen guitar player.

Fiona Saunders

HR Manager

Fiona is responsible for the recruitment of Intuitus' highly successful and expert community of executive level consultants who provide technology due diligence and strategic advisory services to our private equity and corporate clients.

Fiona has a background in human resources and recruitment having working for Sun Life and Provincial Holdings, AXA and Guardian Royal Exchange.   

Fiona has an MA (Hons) degree in Sociology from the University of Aberdeen and is a member of the Chartered Institute of Personnel Management.

In her spare time Fiona enjoys cooking, keeping fit, walking her dog and travelling the world.

Rebecca Wilde

Consultant Community Manager

Rebecca manages Intuitus' consultant network community.

Rebecca recently graduated from the University of Bristol and has experience working in account management and administrative support roles.

Having recently located to Edinburgh, outside of work she enjoys finding out about the history of the city and has a keen interest in film and art.

Lenore Kennedy

MI and Reporting Analyst

Prior to joining Intuitus in 2016, Lenore ran her own online holiday letting business in Edinburgh for many years.

Originally from Canada, Lenore graduated from the University of Waterloo (Canada) with a Bachelor of Mathematics. She has worked in a variety of software companies in the UK holding roles from software programmer, business analyst and technical support. Lenore brings a wealth of experience to her role from project administration, systems management and client management.

Outside of work, Lenore enjoys walking and going to her morning spinning classes.

Susanna Mieskonen

Delivery Support Manager

Susanna manages our Delivery Support team at Intuitus and co-ordinates the PMO of our client projects.

Prior to joining Intuitus in 2014 Susanna had been working in technical support roles supporting B2B and B2C clients in a call centre operation.

Susanna is originally from Finland but has been living in Scotland for several years; she carried out her Masters degree at Glasgow University.

Adeline Childs

Delivery Support Administrator

Adeline works within our Delivery Support team. Prior to working at Intuitus, Adeline studied maths at Glasgow University and completed her Masters in Mathematical Biology. She has a keen interest in technology and enjoys coding in her spare time. Outside of work, Adeline can often be found walking her dog Watson or knitting.

Sarah Coles-Connor

Delivery Support Administrator

Sarah moved to Edinburgh with her husband (and two cats) in 2017 and recently joined Intuitus as a Delivery Support Administrator.

Sarah completed a postgraduate qualification in library & information management at Manchester Metropolitan University in 2017. Her previous roles include working as a project co-ordinator and legal archivist.

Outside of work she enjoys reading, photography, hanging out with her cats and going for long walks exploring Edinburgh and the surrounding countryside.


Calum Purdie

Senior Business Relationship Associate

Calum supports the Business Relationship Managers with all transaction and client activity at Intuitus.

Calum has experience working in client support at a web development and marketing firm as well as having held positions within accounting and business advisory.

He graduated from Edinburgh University in MA (Hons) Business and Accounting. In his spare time Calum likes to participate in sport and has a keen interest in politics and current affairs.

Carolin Knoch

Business Relationship Associate

Carolin supports the Business Relationship Managers with all transaction and client activity at Intuitus.

Originally from Germany, Carolin moved to Edinburgh in 2015 to complete a Master's degree in Marketing. Since then she has worked for a drinks import startup and an exhibition and printing company.

Outside of work Carolin enjoys travelling and exploring Scotland as well as dog walking and photography.

Josephine Tipper

Business Relationship Associate

Josephine supports the Business Relationship Managers with all transaction and client activity at Intuitus.

Prior to Intuitus, Josephine worked in several early stage start ups based in Edinburgh. She holds an Honours Degree in History of Art from Edinburgh University and recently completed an Accelerated Law Degree from Glasgow University.
Outside of work Josephine enjoys travelling, attending concerts and exploring art galleries. 


Sean Nugent

Business Relationship Associate


Sean supports the Business Relationship Managers with all transaction and client activity at Intuitus.

Originally from Northern Ireland, Sean moved to Edinburgh in 2012 to attend university. He has also spent time living abroad in Germany and Spain. Sean holds an MA (Honours) degree in Business Management from the University of Edinburgh.

In his spare time, Sean enjoys running, learning languages, and gardening.

Thomas Exton

Business Relationship Associate

Tom supports the Business Relationship Managers with all transaction and client activity at Intuitus.

Originally from Australia, Tom moved to Edinburgh in 2010. Previous to Intuitus, Tom worked as a Project Analyst in financial services and has experience in both Business Development/Technology roles in the Philippines and Utah.

His qualifications include a BA (Honours) degree in International Business and Economics from the University of Strathclyde. Outside of work, Tom enjoys playing the drums with his band and cycling and running in his free time. 

Peter Robinson

Finance Director

Peter advises Intuitus on financial management and governance.

Peter is a Chartered Accountant (ICAEW) with more than 25 years’ experience in a wide variety of sectors both in the UK and overseas. Working with a client portfolio of entrepreneurial companies in Scotland, Peter is driven by team success, efficiency of operation and strategic focus.

Outside of work, Peter is an avid sports fan and an enthusiastic cook, barista, world traveller and Scottish craft gin taster.

Frank Carter

Special Adviser

Frank Carter has recently joined Intuitus as a Special Adviser. He brings a wealth of experience from the Private Equity and Corporate worlds both in the UK and overseas. Frank is an adviser to KPMG, having recently retired from the partnership after more than 30 years with the firm.

One of the founding members of KPMG's Corporate Finance business, Frank was Head of Mergers and Acquisitions, London and UK Head of Financial Sponsor Coverage. He has worked extensively overseas, including running the KPMG Corporate Finance practice in France for three years.

Frank was educated in Scotland and graduated from Heriot-Watt University with a degree in Accounting and Finance in 1983. He is a Fellow of the ICAEW and a member of its Corporate Finance Faculty and, in 1999, completed the PMD Executive Management Programme at Harvard Business School.

He is also Non-Executive Chairman of AIM listed Search and Selection business, Norman Broadbent Group plc, a Board Member and Trustee of the National Literacy Trust and a Freeman of the City of London.

Implementing a new IT system or technology platform, when managed successfully, can deliver huge benefits for an organisation. Sky Betting and Gaming, for example, recently cited the impact of investment in its technology and mobile platforms as key drivers behind a 36% rise in revenue from July 2014 to June 2015.

How can you ensure that systems change has a positive impact on your business? Getting the selection and procurement process right is crucial. We’ve outlined the key steps to help keep your organisation on track.

Define whether change is necessary

Firstly, it's important to establish whether you really need to change systems. What do you hope to achieve with the implementation of a new system? Are you sure that it can’t be done by using the current system? By making changes to the current system, perhaps by adding bolt-ons to improve functionality, or by driving an improved performance from the supplier, you may be able to inject it with a new lease of life.

It’s also important to consider where you are in your investment life cycle. If you’re backed by private equity and looking to exit within two years, for example, a major systems change at the current time will not be ideal.

It can be beneficial to invest in external advice before committing to a technology or systems overhaul. From their position as an outsider, with no political agenda, an independent consultant will be able to give valuable, objective advice as to whether change is required or other options are available.

Technology vs business process change?

Once you’re convinced that a change is required then your next step is to identify the likely business impact. A technology change, such as upgrading to the latest version of Microsoft Windows, should be relatively straightforward, assuming that your existing business processes are efficient. However, where your business processes are inefficient or the current system is inhibiting operational performance then it is likely that the change will have wider business implications.

In order to begin it’s essential to gather as much information as possible on existing business processes, information flows and stakeholders.

Define your requirements

There are then 3 types of requirement that need to be considered:

1.       Functional – what does the system need to do?

2.       Non-functional – what kind of environment does the new system have to operate in? What response times do you expect from the new system? How will it be backed-up? If it does go down how long can you live without it? Who will be using the new system? What security do you need to protect the system?

3.       Technical – will the new system be on premise or hosted in the cloud? What are the interfaces it needs to work with both inside and outside the organisation? 

In addition, it will be essential to be clear about the desired business benefits from the new system.

What stakeholder commitment is required?

It’s vitally important to get stakeholder buy in. Senior management can be resistant to change; it’s going to cost money and disrupt the business. But a successful business change programme has to be driven from the top, the CEO needs to be a leading sponsor.

Committing in-house resources to a project when staff are already busy can prove a challenge. There is a tendency to devolve responsibility to the supplier. However, it’s important that an organisation sets aside sufficient time to be involved throughout the system selection and implementation processes. This extends to communication – internal communication is essential if people are to get on board with the project.

Also key to the success of a system implementation is identifying someone (either within the business or externally) with responsibility for the management of change to business processes. Less business process change will be required if the preference is for an off-the-shelf system.

Who’s typically involved in the selection of a new system?

You can implement the best business system in the world from a technical point of view but if no-one within your organisation uses it then you’ve wasted both time and money. It’s essential to get ownership and sponsorship from senior management in order to drive through the change and make sure that all staff are bought in. Each project will be different, but typically there should be representation from the senior level of the board, the IT department, key stakeholders and heads of departments from each line of business.

RFP and due diligence

With analysis completed and support from senior management secured, the next step is to put together a request for proposal (RFP), which defines what you want from a supplier. It is vital to get agreement at this stage on the requirement specification – if there’s no clear definition on what is needed it will be impossible to compare suppliers’ proposals on a like for like basis and there is a very high risk that the delivered system will not be fit for purpose.

Send the RFP to a number of potential suppliers and assess their responses using a weighted scorecard. This should ensure that the relative merits of each proposal are made clear.

Once you have identified a short-list of potential systems and their suppliers the next prerequisite is to carry out some due diligence:

  • Where else have the suppliers implemented the same system, particularly in other organisations in your industry? Has it been a positive experience for those organisations?
  • Ask to see a demonstration of the system so you’re clear on how it works.
  • What contract terms are on offer, including payment terms and what is the implementation plan?
  • What role will the supplier play in the project? Will they provide an experienced project manager? Find out who this will be. What role do they expect your organisation to play?

The contract needs to be in your interests. Ideally you want to write the contract, not the supplier. Link the contract to the requirements specification. Base it around the implementation plan, not the supply of software. Payments should be aligned with the delivery of the requirements. A well-constructed contract that commits the supplier to delivering your requirements will significantly de-risk the implementation and the possibility of differences of opinion with the supplier further down the line.


It also helps to budget realistically. If costs begin to creep up it can be tempting to cut corners, thus affecting the overall success of the project. In addition to the cost of the new system, it’s important to factor in other potential costs, including potential upgrades to IT infrastructure, the decommissioning of existing systems, integration with other systems and external professional services. The budget should include a contingency of at least 10% but ideally 20% to allow for unexpected costs in the implementation phase.


An effective governance structure should include a Project Board, with key stakeholders that meet at least monthly. A project manager should be appointed from within your organisation, and one of their responsibilities will be to manage the supplier relationship. Project set-up is vital and should include defining the overall plan and resource requirements. Don’t forget about activities such as data cleansing and migration, user acceptance and training. The control environment should include processes for reporting, risk and change management.

Communication is key throughout the whole process, from early stage planning to implementation and beyond. It’s very easy to purchase a new system but extremely difficult to make it work. Effective communication throughout the organisation and with suppliers will mitigate against potential disruption.

Find out more about our System and Supplier Selection serviceOur consultants are able to advise on all such matters including requirements definition, the shortlisting of potential systems and their providers, proposal evaluation, system evaluation and selection, business case development and, ultimately, procurement of the preferred system or service.

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