Complex organisational challenges don’t really fit ‘off-the-peg’ solutions, so I just don’t offer them.
At this level, it’s essential that any project, no matter how big or small, is briefed and quoted realistically and that us working together is a genuinely good fit.
My four core practice areas often overlap:
I work with leadership teams to improve the quality of executive decision-making. That means clarifying assumptions, tightening strategic thinking and strengthening decision hygiene, particularly in complex environments.
AI is reshaping how leaders process information, evaluate risk and make decisions. I work with executives to integrate AI into decision-making in a disciplined way, using it to test reasoning, explore scenarios and improve judgement, while keeping responsibility firmly human.
Growth, pressure and technological change expose structural weaknesses. I help leadership teams step back and redesign roles, systems and strategy so the organisation works more cleanly and coherently – rather than relying on goodwill and firefighting.
My background is in complex commercial bids and tenders; environments where precision, structure and judgement determine competitive outcomes. I continue to advise on high-stakes submissions where clarity of thinking becomes a commercial advantage.
Whatever your current challenges are, the best place to start is with a conversation.
After a lifetime of moving around the country, from the North West, to the South East to the Midlands and back again, I’m now permanently based in Cumbria.
It’s nice up here! But I do welcome the occasional city visit, so if you’d like to meet in person, let me know.
