This site uses cookies to help make it more useful and reliable. By using the site or by dismissing this banner you are consenting to their use.

Who we are

Richard Watkins

Managing Director

Richard was part of a team in ICI Agrochemicals [now Syngenta] which implemented what was then called ‘MRP II’, and achieved Class ‘A’. The team improved Customer Service to > 98% and reduced inventory by 27%. They implemented the first Global Sales and Operations Planning process. Syngenta still operated the same process today.

Since 1991 Richard has worked with Mike Salmon’s MRP Ltd and then Oliver Wight, providing public and tailored educational workshops in SOP/IBL, Sales Forecasting, Master Scheduling, Performance Measurement, Master Scheduling and Data Accuracy. He founded the Delos Partnership in 2002.

He has worked with a large number of companies, in diverse industries from Engineering, through Chemicals to fast moving consumer goods, and from very large £ multibillion to very small. All look to get away from firefighting to integrated  business systems, processes and above all people, resulting in a far more competitive and profitable organisation. He has developed the thinking towards seeing that Integrated Business Leadership is essential.

He has worked with the Boards of companies, through the management of the organisation and down to the shop floor, helping them develop their Vision and Strategy, implement effective planning and execution processes through to developing a continuous improvement philosophy. The approach is practical and the education direct and easily understood - it is common-sense.

He educates in Integrated Business Leadership, Sales Forecasting, Supply Chain Management, Performance MEasurement and Data Accuracy, all key parts of the Integrated Business Leadership model.

He has an MBA from London Business School, where he specialised in Operations, Marketing and Finance, and a MA from Christ Church Oxford in Philosophy, Politics and Economics.


Dave Manning

Senior Partner

Dave's experience in developing and implementing business systems started with British Steel, where he was part of the company's manufacturing systems development team. He later joined the management team of Rolls Royce Motor Cars, where he achieved Class ‘A’ in one of the most successful MRP II implementations.

Dave has worked for the last 18 years as an Oliver Wight Associate, focussing on the implementation of change through the strategic alignment of the integrated business planning process, and has particular expertise in extended supply chain management and global sales and operations planning.

His clients have included global pharmaceutical companies, FMCG companies, chemical companies, and engineering companies.

He brings an inspirational approach to helping clients get their people to bring about major transformation through education.

Dr Liane Kornberger


Liane’s extensive experience in the implementation of business excellence, started in 2003, when she was the local project manager for an Operational and Supply Chain Excellence project at the production site for Henkel Adhesives at their Düsseldorf site in Germany.

The project was part of a structured programme to achieve Oliver Wight Class 'A'.

Following success at the Düsseldorf site, she became the international project manager and supported various international Henkel Adhesives sites in their pursuit to achieve Class 'A' level for Operational and Supply Chain Excellence.

She also helped several countries in the development of Integrated Business Leadership, and carried out education workshops for China. In many countries, Liane supported and implemented 'lean manufacturing projects' to drive out waste and improve flexibility. She facilitated this development through education and courses.

In carrying out these assignments, Liane has successfully worked with top management, and has also worked from middle management down to the shop floor. Liane enjoys working at the strategic level, and then seeing the strategy carried out through the organisation by helping to improve processes, and to provide solutions to the problems which have been identified by the people involved.

Her prime motivation is to drive improvement through an organisation by practical support of people’s development and helping to drive the leadership in the implementation of change.  She has great practical ability in education and facilitation, which will bring about a step-change in our clients' performance.

Liane graduated from Bonn University with a degree in Biology. She is fluent in German, and English and has a good working knowledge of Italian and French.


Roger Ablett


Roger has over twenty years of experience of working within the manufacturing sector. He spent his formative years at British Steel and joined Pegler in 1998 where he has been a main board director for the last eight years.

With a unique combination of having been both a Finance Director and, for the last six years, as Supply Chain Director, Roger has successfully overseen many projects, including Sales Forecasting and Demand Management, Enterprise Resource Planning, and Customer Relationship Management.


During the last few years he has been responsible for introducing  a Global Integrated Business Leadership process (IBL) linking five supply sources from West and East Europe and the Far East to global consumers and markets.


He is uniquely placed to share the practical realities and issues of implementing this challenging process, with a view from the board room, having sponsored the projects at that level. 


Roger has a degree in Industrial Economics and is a qualified Chartered Management Accountant.


Kashi Ramachandran




Kashi has extensive practical experience covering the development of business and process excellence in large multi-cultural organizations across the Asia Pacific, Japan, U.S. and the Middle Eastern regions.

At Moog, a Buffalo NY headquartered precision motion control company, he designed and ran the Integrated Business Planning (IBP) process across 24 countries. The implementation was started in Asia Pacific Japan which saw a significant improvement in quality of forecasts, a 20% top-line growth, 200 basis point profitability improvement and 30% inventory reduction.

Subsequently he implemented IBP across Moog's Industrial Solutions Sector that enabled a 13% improvement in returns despite tough industrial market conditions. As a part of the leadership team, he also successfully ran Lean and mission-critical projects in sales and manufacturing organizations across various company sites.

At Petronas, Kashi was a Business Consultant to the SVP Finance where he modelled the value-chain cash flow at risk for the Holding Company and its subsidiaries. He was also responsible for the Inventory Value Optimization (IVO) project across 27 plants with 300 users, generating an annual saving of USD 24 million through improvements in group buying, and strategic sourcing and optimizing cross-plant inventory.

At SAP he built the Oil & Gas business in Asia Pacific and managed the Strategic Business Unit's P&L. He brought SAP's global expertise to national Oil & Gas companies and grew Asia Pacific business to 32 large customers resulting in license revenue of €18 million in 1999 - the peak of the Asian Financial Crisis.

At Honeywell he globally launched their Total Plant solutions and was a System Consultant to Hydrocarbon, Cement, Steel, Paper & Pulp lines of business.

Hence Kashi has a unique understanding of how systems operate, and their practical implementation to bring about huge savings for clients. But he also understands fully the challenges of engaging people in making changes happen.

Kashi holds an MBA from Melbourne University, and an Engineering Degree from University of Poona. He is a Six Sigma Blackbelt with SAP certifications in logistics and