UK
Ireland
Ashley is a Partner within the Data & Technology Services practice. He helps clients successfully execute complex data change initiatives so they can leverage the power of cloud based, AI-enabled modern data platforms and shift away from legacy technology.
Experience
Ashley was founder and CEO of Fredward, a data consulting firm of c.50 practitioners acquired by S&W in November 2025. He and his highly experienced team focus on delivering change to businesses that help them modernise data infrastructure and optimise processes to scale cost-effectively.
Ashley’s career spans 25 years in consulting, data programme management and regulatory reporting, particularly within the financial services industry. A naturally strategic thinker, he is able to clearly articulate technical concepts to senior stakeholders and help clients build a solid business case to present to leadership teams to secure project funding.
Notable client work and achievements
Recent examples of Ashley’s client work include:
- Building sustainable datasets from myriad complex data sources to support ongoing KYC and AML compliance
- Migrating from legacy & proprietary on-premises platforms to modern cloud-based infrastructure
- Building regulator-assured robust calculation engines to compute redress and compensation for hundreds of thousands of bank customers who suffered detriment from product misselling
- Data strategy and data management (including data governance) as well as MS Purview implementation
- Replacing out-of-support reporting platforms with Microsoft PowerBI
- Records management compliance including Subject Access Request self-service and other record retention policies, such as records archiving following systems decommissioning
Professional qualifications/memberships
APMG - Managing Successful Programmes
Article
Taking the temperature or missing the diagnosis? The limitations of employee surveys in assessing organisational culture
Employee surveys have become a familiar fixture across public and private sector organisations. They are quick to deploy, relatively low-cost and, on the surface, offer leadership teams a straightforward way to measure culture at scale. But as their use has increased, so has the risk that organisations rely on them too heavily – sometimes at the expense of deeper, more meaningful insight.
