The journal
Notes and essays on the things I work on, think about and experience — across life, adventure, consulting and technology.
4 min read
Every organisation has a layer of spreadsheets, shared mailboxes and personal databases holding the real work together. It is usually treated as a risk to stamp out. It is far more useful read as a list of everything the official systems do not do.
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.
4 min read
The build-or-buy decision is usually settled on cost and time to value. Neither is the variable that matters. The useful question is which parts of the organisation you expect to keep changing — and who you are willing to ask first.
4 min read
People often assume consultants choose the profession deliberately — a planned career step with a clear trajectory. Not me. I became a management consultant years before I realised that’s what I was becoming.
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.
4 min read
Few industries have experienced as much turbulence — or transformation — as telecommunications. In the space of a decade, telcos went from network monopolies to digital platforms competing on experience, not infrastructure.
4 min read
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.
4 min read
Most organisations don’t fail because they lack strategy — they fail because their strategies aren’t deliverable. Across utilities, healthcare, transport, and the public sector, we see the same pattern: ambitious visions that stall in translation.
4 min read
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.
