4 min read
The Quiet Moment I Nearly Walked Away From Consulting
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.
The journal
Notes and essays on the things I work on, think about and experience — across life, adventure, consulting and technology.
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
Every organisation claims to be “data-driven.” But few treat data with the same discipline and intent as financial or physical assets. In utilities, telecoms, and the public sector alike, data remains one of the most underutilised strategic resources.
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Before consulting, before software, before large-scale programmes, and long before I understood what kind of career I wanted, I had a short but powerful chapter in the forces.
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I’ve never believed in magic formulas. But I do believe in discipline, intention, and the quiet power of doing hard things consistently. My 5AM routine wasn’t something I adopted because it was fashionable.
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In consulting circles, Target Operating Model (TOM) has become one of the most overused — and misunderstood — phrases in transformation.
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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.
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People talk about leadership development as something that happens in boardrooms, training courses, and executive programmes. But some of the most important lessons I’ve learned didn’t come from consulting, digital transformation, or complex delivery environments.
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When the English non-household (NHH) water market opened in 2017, the ambition was clear: drive competition, improve customer service, and create a market where innovation thrives.
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Every founder has that early idea — the one that made perfect sense at the time, seemed clever, well-structured, and valuable… until reality gently (or not-so-gently) reminded you that you’d misunderstood the real problem.
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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.