Spotlight On Richard Cleaver

Meet Richard Cleaver , one of our Client Partners and a master of making things work - whether it's business transformation or home projects. Known for his sharp eye for quality and efficiency, Richard has spent years helping organisations streamline processes, embed best practices, and build smarter ways of working. 

With deep experience across Agile, hybrid, and traditional delivery models, he knows how to tailor solutions that actually fit, not just tick boxes. 

Outside of work, "The Carpenter" (as he's known) keeps busy with home improvements, gym sessions, and training for half marathons - all while making time for his two children. 

In this spotlight, we ask Richard about business transformation, quality assurance, and what drives his problem-solving approach. 

From your extensive background in IT and business transformation, what pivotal moments have shaped your career path? 

Several key moments have shaped my career. Early on, I saw the impact of poorly designed processes and inefficient operating models, not just on business performance, but also on quality and customer outcomes. This highlighted the need for structured, measurable improvement rather than short-term fixes. It drove my passion for Lean process improvement, quality management, and embedding business value into every transformation effort. 

Leading large-scale transformations, particularly those that required integrating technology with business objectives, reinforced my belief that success comes from aligning people, processes, and technology while maintaining a relentless focus on quality. More recently, working on refining Target Operating Models and embedding continuous improvement cultures has solidified my focus on making sustainable, measurable change that delivers lasting business value. 

In your experience, what are the key factors that contribute to successful IT transformation projects? 

Successful IT transformation hinges on five key elements. First, strategic alignment ensures every change directly supports the business’s core objectives. Effective governance provides a structured approach to managing change, balancing risk control with agility. Cross-functional collaboration is essential, bringing business teams, technology teams, and end-users together from the outset to drive adoption and success. Embedding change through incremental delivery and feedback loops allows for course correction and maximises impact. Finally, data-driven decision-making ensures that every move is backed by the right metrics, leading to informed choices and continuous improvement. 

What common obstacles do organisations face during digital transformation, and how do you recommend overcoming them? 

The most common challenges include: 

• Resistance to change. People are naturally wary of new processes and technologies. Overcoming this requires strong leadership, clear communication, and a good focus on change management. 

• Siloed working practices. Transformation efforts fail when departments work in isolation. A shift towards cross-functional teams and shared goals is essential. 

• Lack of process visibility. If organisations don’t fully understand their existing workflows and inefficiencies, digital transformation can embed existing problems rather than solving them. 

• Technology misalignment. Businesses can often adopt technology without ensuring it truly meets their needs. A clear strategy and phased implementation mitigate this risk. 

It’s always best to involve stakeholders early, define clear success criteria, and ensure ongoing measurement and refinement post-implementation. 

How do you ensure clear communication and collaboration between IT departments and other business units? 

I focus on translating technical complexity into business value. IT teams and business units often speak different languages, so establishing common ground is critical. I ensure this by: 

• Embedding IT and business representatives into joint working groups. 

• Using clear, outcome-based reporting rather than technical jargon. 

• Aligning IT initiatives to tangible business metrics such as efficiency gains, cost savings, or customer satisfaction improvements. 

How do you stay abreast of technological advancements, and how do you integrate them into your strategic planning? 

I continuously track developments in automation, AI and workflow technologies to understand how they can drive business improvements. However, I never advocate technology for technology’s sake. New tools must solve a clear problem or unlock efficiency. 

If you could offer one piece of advice to aspiring IT professionals aiming for leadership roles, what would it be? 

Great leadership is about people, not just expertise. An IT leader’s role isn’t to be the most technically proficient but to empower experts, encourage collaboration, and represent their team well. True leadership creates an environment where people excel, decisions are informed by those closest to the work, and technology drives real business value. Technical prowess is valuable – but to me leadership is about enabling others to succeed, so I’d say don’t narrow your focus and be a good people person.