Twelve months on from joining VetPartners as Interim Group Technology Director, Daniel Jacobs has led technology transformation across one of Europe’s fastest-growing veterinary groups. We caught up with him to explore how he’s built alignment across nine countries whilst delivering a cohesive IT strategy that supports rapid, acquisitive growth.
With over two decades of experience as a CIO and IT Director, Daniel has delivered large-scale digital, infrastructure, and cybersecurity programmes for brands including Jardine Motors Group and Mothercare. At VetPartners, a business operating across nine countries and 800+ sites, backed by Private Equity firm BC Partners, his remit was clear: define and deliver a technology strategy that could support the pace and scale of acquisition-led growth.
Taking on the challenge
“I came in as an independent consultant,” Daniel explains. “The company had grown so fast through acquisition that it hadn’t had time to build the underlying IT strategy or teams to support that scale.”
The task was threefold: develop a credible strategy, harmonise operations across nine countries, and build a matrix-managed team to deliver it. Standardisation wasn’t realistic given the diversity of VetPartners’ verticals, so Daniel focused on alignment.
“We chose to harmonise, not standardise,” he says. “This was about creating consistency where it made sense, without forcing uniformity.”
What struck Daniel early on was the complexity and ambition of the business. “Every site is unique, and each vertical comes with different needs. A cookie-cutter approach just wouldn’t work here.”
Creating alignment across borders
Building alignment across nine countries was the toughest challenge. “People land on the change curve in different places,” he says. “Some were ready, others cautious, and a few needed real convincing.”
Language barriers added another layer of complexity. “You’d think something had landed, then realise at the next meeting it hadn’t. I had to create a space where people could say, ‘I don’t understand’ without feeling uncomfortable.”
Once trust was built and the team aligned around a shared plan, things started to move fast. “That was the turning point. The moment we had shared ways of working and a plan people believed in, execution accelerated.”
Delivering value
Rather than traditional cost-savings, Daniel frames ROI in terms of risk reduction. “Our biggest wins have been in areas like cybersecurity, where we’ve reduced exposure to major threats like ransomware. That’s a return that doesn’t always show up in the budget, but it’s significant.”
Operationally, he’s also overseen the rollout of clearer roles, responsibilities and performance expectations within the IT function. “The teams had been operating with impressive adaptability; our job was to provide the clarity and frameworks to support them at scale.”
Building for long-term impact
A big part of Daniel’s approach has been about fostering collaboration in a post-COVID, hybrid-working environment. “Strong cross-functional relationships are essential. When teams understand each other’s goals, things run smoother. It’s not flashy, but it’s transformational.”
He also emphasises the importance of balancing today’s demands with tomorrow’s vision. “It’s a constant pivot between keeping the lights on and building what’s next. You need to do both well.”
Navigating the AI conversation
There’s clear interest in AI across the business, but also caution. “The focus is on governance and responsible use. Right now, we’re seeing value through applications with embedded AI capabilities, especially in admin and workflow automation.”
He adds: “The opportunity is making the tech work for people, not the other way around.”
What’s next
As Daniel prepares to hand over to a permanent successor, his priorities are clear:
- Driving forward the rollout of new equipment across the business
- Consolidating applications and suppliers
- Ensuring a smooth transition with a clear roadmap and well-structured team
“My goal was to set things up so that whoever comes in next can hit the ground running. The heavy lifting is done. Now it’s about continuing the journey.”
Three lessons for future tech leaders
Daniel offers three key pieces of advice for others stepping into similar roles:
- Start with people, not problems. Build trust, listen, and learn the landscape before jumping in.
- Don’t assume what worked before will work here. Every business is different.
- Keep your messaging simple and clear. Explain the what, why and benefit, and stay open to feedback.
“Transformation isn’t just about having the right plan,” he adds. “It’s about getting people to believe in it.”