About

I originally trained as a physicist and one habit stuck: keep asking whether what you’re looking at holds up, and don’t settle until it does.

I help directors and leadership teams free up capacity for the work that actually counts. That means making the work visible, turning it into real choices about what to start, stop or change, and building a rhythm that keeps those choices coming. Part of it is what I call Cold Cases: initiatives that keep running simply because no one is asked, at the right moment, whether they still should.

For twenty years I worked on organisational change at the intersection of business and IT, across financial services, energy, high-tech, public organisations and startups. That work taught me what matters most. Teams were usually delivering, but the harder question was whether the work was still moving the strategy. At one bank the strategy was on every wall, yet whether the daily work moved it forward was almost impossible to see, and that is where I learned that communication and alignment are not the same thing.