If you ignore a problem long enough, it doesn’t go away. It just gets more expensive.
If you ignore a problem long enough, it doesn’t go away. It just gets more expensive.
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A bit of background
A bit of background
I started out as a developer in the 90s, working across telecoms, logistics, and financial systems. Over time, I moved into delivery, then coaching, and eventually into organisational transformation work across companies like AXA, Flagstone, Premium Credit, and now SITA.
I work with leaders to transform organisations, clarify ownership, and turn slow, unclear progress into something people can act upon.
Along the way I’ve worked in the UK, South Africa, and across international teams, which has given me a healthy respect for how different contexts shape how people think and work.
I’m certified in Coaching Practices, PRINCE2 and Scaled Professional Scrum, but most of what I rely on day to day has been learned the long way round, through experience, mistakes, and a lot of conversations and story telling.
I’m curious about why organisations behave the way they do. Why sensible decisions become difficult, why ownership becomes fuzzy, and why nineteen people sometimes end up in a meeting that probably needed four.
Most of my work starts with understanding what’s really happening. From there it might involve coaching, delivery, governance, leadership, or simply getting the right people talking about the right problem.
Outside of work
Outside of work
When I’m not in workshops or untangling delivery problems, you’ll probably find me on a snowboard, on a bike, or trying to make sense of life through writing.
When I see a technical problem it's hard to ignore. Learning something new, not to master it, but to understand it, is part of my curiosity whether that’s a problem, a new tool, or a mountain.
Organisations I've worked with
Organisations I've worked with
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