I work across boards and operations to turn intent into execution. I help organisations make better decisions, translate them into action, and ensure operational reality flows back to the board clearly, early, and without distortion.
Where I operate
I operate at the point where strategy, risk, leadership, and execution meet.
That work spans three tightly connected domains.
Boards
Clarifying intent, priorities, and risk appetite.
Improving decision quality, timing, and accountability.
Strengthening governance so it survives contact with reality.
Operations
Translating board intent into operating cadence.
Reducing friction, delay, and silent failure.
Making execution and accountability visible across the organisation.
Capability
Building systems that support judgement, not replace it.
Embedding governance, human oversight, and assurance.
Ensuring technology serves the organisation, not the other way round.
Primary Roles
I run a lab environment focused on building and deploying applied AI capability inside real organisations.
The emphasis is not experimentation theatre, but operationally grounded systems that support board decision-making, execution, and risk management. Everything is designed with governance, human oversight, and commercial reality built in from day one.
This work treats AI as infrastructure, not novelty.
Community Lead, CEO CF
Separately, I serve as Community Lead at CEO CF, a senior peer community of CEOs and chairs.
This role is intentionally human-centred and experience-led. The focus is leadership judgement, growth under constraint, execution risk, and organisational resilience. It provides a trusted space for leaders to think clearly about whole-business challenges that cannot be solved by technology alone.
How this connects
These roles are deliberately distinct.
One builds systems.
The other builds shared understanding and judgement.
Together, they give me a grounded view of how decisions are made, how they are executed, and where organisations quietly struggle between the two.
What people use me for
Boards and leadership teams typically involve me when they need to:
Translate strategy into operational reality.
Understand why execution is stalling or fragmenting.
Design governance that works across people, processes, and technology.
Introduce AI without increasing risk, noise, or organisational anxiety.
Improve decision quality under complexity and time pressure.
Working principles
Boards only work when operations work.
Operations only scale when boards can see clearly.
Technology is an instrument, not a strategy.
Governance is a design problem, not a control problem.
Clarity beats cleverness every time.
Additional board and leadership roles
Adjunct Lecturer, University of Exeter
Teaching applied technology, governance, and entrepreneurship in academic and executive contexts.
Fellow and Facilitator, St George’s House
Contributing to senior cross-sector leadership dialogues on responsibility, power, and decision-making.
Closing
I am most effective where responsibility is real, complexity is high, and decisions matter.
If you are dealing with whole-business challenges rather than isolated initiatives, we will have useful conversations.
