26 years of IT from the inside.

Where I come from

I have spent 26 years in IT -- 18 of those in management and the last 14 as a senior technology leader inside large corporate organisations spanning software, finance, and retail. These are not consulting credits. They are the years I spent inside organisations, accountable for outcomes that affected thousands of employees and millions of customers.

That inside perspective is the most important thing I bring to a consulting engagement. I have lived through the budget cycles, the political pressures, the legacy system that nobody wants to touch, and the board presentation where the numbers didn't quite land. I know what it feels like to be accountable -- not just advisory.

What I have actually done

My career has been built on two things: operational transformation and talent development. Often both at the same time.

In IT operations, I have led modernisation programmes at global scale -- rebuilding infrastructure teams, redesigning service delivery models, and embedding AI-native practices into organisations that had never thought of themselves as technology-first. I have navigated M&A integrations where two completely different technology stacks, cultures, and operational rhythms had to be reconciled under time and commercial pressure. Those experiences taught me that the technology is almost never the hard part.

In ITSM, I have taken organisations from reactive ticket management to genuine service intelligence -- redesigning workflows before automating them, building governance frameworks that actually hold up under audit, and helping leadership teams understand what agentic AI means for their service function before the vendors arrive with a pre-packaged answer.

In customer service, I have seen what happens when AI is deployed into a contact centre without the change management to support it. I have also seen what it looks like when it is done well -- and the difference is not the technology. It is the leadership discipline behind it.

My approach

I start every engagement with honest discovery. Not a framework imposed from the outside, but a genuine effort to understand how work actually gets done in your organisation, where the friction lives, and what your people are really worried about.

From there, I work in a straight line: clear diagnosis, a sequenced roadmap, and sustained delivery. I do not hand over a document and disappear. The value I bring is walking alongside you through the hard part -- the implementation, the change management, the moments where the plan meets the reality.

My current focus is building a consulting practice that takes the fear out of AI. Not because AI is simple -- it is not -- but because the fear is making organisations slower than they need to be, and slower organisations are losing ground to ones that moved earlier and smarter.

Beyond the work

I am a proud father of two boys. I love sport and any competition that brings people together -- which is probably why I have always gravitated toward the collaborative side of technology leadership rather than the purely technical. The best outcomes I have delivered in my career have come from teams, not individuals. That shapes everything about how I work.