Consulting
I help organisations make sense of complex problems, shape practical strategies and turn them into delivery.
How I help
Most of my work sits where strategy meets delivery — the point at which good intentions either become real or quietly stall.
Making sense of a complex problem, agreeing what matters and setting a direction people can actually follow.
Turning intent into a programme that holds together — scope, sequencing, governance and the difficult conversations.
Choosing and shaping technology around the problem rather than the other way round.
Getting it done. Leadership where a programme has stalled, and the discipline to keep it moving.
Experience
I work independently, which means you get the person you met rather than a team assembled after the contract is signed. Most of my work sits where strategy meets delivery — the point at which good intentions either become real or quietly stall.
Engagements vary. Some are short and diagnostic: a second opinion on a programme that has lost its way. Others run for months, leading delivery or advising an executive team through a significant change.
Selected engagements are written up as case studies — across healthcare, transportation and utilities. Each covers what the problem was, how the work was structured and what changed as a result. No client is named.
Read the case studiesWriting
What tends to work, what quietly does not, and why the difference is rarely technical.
4 min read
A business case is argued hard, approved once, and never looked at again. The assumptions underneath it keep moving — and almost no organisation has a mechanism for asking whether the thing it funded two years ago is still worth finishing.
4 min read
Most organisations centralise a function, undo it a few years later, and centralise it again after that. Each swing is argued well and costed carefully — and each one is judged on the half of the trade-off that happens to be countable.
4 min read
Most of England’s two-tier areas now know what their new councils will look like. The maps are settled and the date is fixed — but almost nothing about how the services will actually run has been decided yet.
4 min read
Organisations invest in the part of the experience they can see and control — the app, the portal, the contact centre. The things that actually decide how it feels are funded somewhere else entirely.
4 min read
Change is rarely slow because the work is hard. It is slow because it stops, again and again, waiting for an answer that has no owner and no date — and nobody ever puts a price on the waiting.
4 min read
Most organisations can describe their customer journey in detail. Far fewer can describe what happens when it fails — and the failure route is the one customers remember, talk about and judge you on.
4 min read
Most cost reduction programmes hit their number. Rather fewer keep it. Eighteen months on, the cost base has crept back and nothing obviously went wrong — because taking out cost is not the same as taking out work.
4 min read
Most organisations are asking where they could use AI. That produces a list of pilots and very little else. The question that changes anything is what you would do differently if the work cost a tenth as much.
4 min read
When a programme is in trouble the instinct is to produce a new plan. It is almost always the wrong first move, because the new plan inherits the assumptions that caused the problem.
5 min read
The most expensive transformation failures aren't the ones where the strategy was wrong. They're the ones where it was right, and never survived the journey into delivery.
4 min read
People often assume consultants thrive on pressure — that we’re wired for complexity, comfortable with responsibility, and energised by the challenges that make others run.
4 min read
In consulting circles, Target Operating Model (TOM) has become one of the most overused — and misunderstood — phrases in transformation.
4 min read
Consulting gives you plenty of moments where a theory meets reality — and reality wins. But one project, more than any other, reshaped the way I think about digital transformation forever.
4 min read
Consultants don’t often walk away from renewals. They’re the validation that what you’ve done is valued. They’re predictable. They’re comfortable.
4 min read
Some projects succeed quietly. Others succeed loudly. And then there are the rare ones that succeed somewhere else entirely before anyone realises what you were trying to do in the first place.
4 min read
The consulting landscape is dominated by two extremes. At one end sit the global firms — vast, branded, and armed with frameworks for every scenario. At the other, the niche boutiques — agile, affordable, and deeply specialised.
