Built because we have seen how often transformation goes wrong, and how preventable that is.

Angela Albiston

Angela built Optume after repeatedly arriving at the same point in transformation programmes and finding the same issue.

No honest answer to whether the organisation could actually deliver what it had committed to.

She had that conversation in boardrooms across London, Auckland, and New York. The answer was often the same, and it was rarely the one in the business case.

That question became the foundation of the Optume approach.

It was not built from frameworks. It was built from experience of watching organisations fail to deliver transformations they were never capable of delivering, and from asking what a model that actually worked would look like.

Her career is defined by programmes others could not finish.

She has delivered ERP recovery in UK retail, including international rollout. She has brought a US$22m operational improvement programme back on track, generating US$3.5m in year one benefits. She has also delivered finance transformation and control frameworks adopted across global organisations, and multi-million cost reductions in banking and financial services.

Lawrence Spence

Lawrence co-founded Optume after watching the same pattern repeat.

A programme delivers. A system goes live. A new operating model is signed off. Months later, the performance improvement is not there.

Not because the strategy was wrong. Not because the system failed. Because the organisation never changed how it actually operates.

He believes this is a structural failure in how transformation is designed.

Change is treated as communication. Or as a final phase. In reality, it is the mechanism by which outcomes are delivered or lost.

He has spent 25 years working in environments where change is hardest to embed, including unionised workforces, safety-critical operations, and regulated sectors.

He approaches change as a system, not a message.

His experience includes workforce transformation across more than 5,000 operational staff in international aviation, embedding AI-driven workforce systems in complex employment environments, integration across 15 global acquisitions, margin improvement alongside reduced attrition, and PMO frameworks reducing delivery cost across major portfolios.

Martin Barker

Martin built Optume after seeing too many ERP programmes fail for reasons that were understood too late.

Organisations commit to systems without being honest about whether their operating model, data governance, and finance function can sustain what the system requires.

He trained as a Chartered Accountant before becoming a financial systems architect. That sequence matters.

Most ERP specialists understand delivery risk. Martin understands financial risk, and that is where failure shows first.

His experience includes ERP consolidation across multi-entity organisations, financial systems transformation under regulatory pressure, large-scale asset management environments, and recovery of distressed ERP programmes across multiple sectors.

He is often brought in when systems are live but performance is not.

Callum MacAllister

Callum co-founded Optume after seeing governance treated as an afterthought in transformation.

Something added under audit pressure rather than designed into how the organisation actually works.

He believes organisations do not fail transformation or compliance because requirements are unclear. They fail because governance is never built into execution.

He has technical depth from architecture and data through to executive decision-making and board governance.

His experience includes operational transformation across technology and services organisations, board-level advisory on data and analytics, AI governance and digital risk, and designing governance models that support execution.

He focuses on helping organisations make better decisions, move faster with confidence, and embed control without slowing performance.