Independent consulting practitioner. Thirty years across over a dozen sectors.
The common thread is not any single industry — it is the pattern of taking something that does not yet have structure and giving it governance, process, and a path to completion.
Organisations call when something complex needs structure. A programme that has grown beyond the governance it was built with. A portfolio of contracts that needs someone watching the client's interest. A capability that does not yet exist and needs to be built from scratch — the team, the process, and the operating model, all at once.
That has been the pattern for thirty years. Over a dozen sectors, from banking through telecoms and media into government, property, and social housing. Each transition added a layer of capability that the next engagement drew on. The value now is not sector expertise — it is the accumulated judgement of someone who has seen the same structural problems repeat across industries and knows how to resolve them.
Thirty years of navigating incomplete briefs, misaligned stakeholders, and distressed programmes teaches you the line between productively ambiguous and dysfunctionally chaotic. Operating on the right side of that line is the job.
