Adviser · Strategist · Builder
In organisations, I find what your business cannot see about itself.
In people, I find what makes you unmistakably you.
Sometimes the most valuable thing is not something you need to create. It is something already there, waiting to be seen. And I help turn what I find into something the world can see.
Hiding in plain sight
A business can contain enormous unrealised value and not recognise it. The people closest to it stopped seeing it years ago, because it never looked like a problem. It looked like the way things are done here.
A professional can have decades of extraordinary experience and still struggle to explain why they are different. They answer with a job title, because the pattern underneath a career is the hardest thing to see from the inside.
The magic is already there. You just haven't seen it yet.
For organisations
Organisations become too close to themselves to see clearly. Not through incompetence: through proximity. The longer a team lives inside a system, the more of it stops registering. So the question I start with is not what is wrong. It is this.
What can your organisation not see?
Then I help you decide what to do about it. Sometimes that is strategy or positioning. Sometimes it is a customer experience, an operating system, a digital experience, an AI workflow or a new commercial product. The intervention follows the finding, never the other way round.
Show me what we're missing →For professionals
You have spent years becoming who you are. The knowledge, the mistakes, the unusual turns, the instincts, the way you solve a problem that other people find hard.
But when someone asks what makes you different, you may still answer with your job title. Qualifications. Years of experience. The same sentence as everyone else in your field, because the pattern underneath your own career is the one thing you are too close to read.
I look underneath that. Then I help make it visible, in a form the right people can actually find, understand and act on.
At the patterns.
The stories.
The failures.
The instincts.
The ideas.
The things you do differently without even noticing.
For experienced people: executives, founders, consultants, experts, speakers and creators who are unmistakable in a room and generic on a page.
The method
One
I go looking for what nobody else has noticed. Not the org chart or the CV, the reality underneath: the evidence, the contradictions, the thing that everybody has stopped registering because it has always been there.
Two
Then I show you the pattern. The hidden value, the story, the opportunity, the blind spot, stated plainly and, where it is commercial, with a number attached. Suddenly it is not a feeling. It is a decision.
Three
Insight that stays on a slide changes nothing. So I build what makes it real: the strategy, the system, the platform, the digital experience, the AI workflow, the framework, the product. Built with your people, so it survives me leaving.
The method is the constant. What comes out of it is decided by what I find, not by what I happen to sell.
Digital experiences
I find what makes you extraordinary, then build the digital world that lets everybody else see it.
What is genuinely special here, and what is currently hidden? What matters emotionally, not just commercially? What should somebody remember an hour after they leave?
What do your competitors consistently fail to express? And what part of this should be experienced rather than simply explained?
Only then does anything get designed. The structure, the motion, the words and the mechanics all follow the answer, which is why the result cannot be swapped for a competitor's site with a logo change.
This applies equally to a business, an organisation, a founder or an individual professional. The question is the same. The answer never is.
The one impossible thing
Every experience worth remembering has one. A moment that should not really be there, that makes somebody stop and look again. It might be an interaction, a diagnostic, a visualisation, a piece of genuinely useful AI, a configurator, a personal thread through the story, or something quietly playful. One is enough. It is usually the thing people describe to someone else.
Going deeper
Sometimes the problem is not what the world sees. It is what the organisation itself cannot see.
That is a different kind of engagement. I go inside the company and investigate: strategy, strategic accounts, customer relationships, operations, commercial leakage, organisational friction, customer journeys, processes, systems, decision-making, data and AI. Not a survey. Interviews, evidence and the discipline to follow a contradiction to the end.
The things that never reach the people who could act on them. Usually because they live between two functions and belong to neither.
Money and opportunity leaving the business quietly, in amounts small enough that no single owner ever escalates them.
Growth poured into a container that is not sound. Fix the holes first and the same effort suddenly produces a different result.
On AI
Then, if AI helps us solve the problem faster, better or differently, we use it. If it does not, I say so, and we do the thing that works instead. That is the whole position.
It is a credible one because I build with AI rather than talk about it. I work directly in the Claude and OpenAI APIs and have designed, shipped and run AI platforms of my own. So when I say a fix can be made to work, that is not a slide. It is something I can prove by building it.
AI is an accelerant and a capability. It was never the point.
There is a reason this combination is hard to find. A PhD scientist who became a commercial leader. A senior operator who has run strategic accounts, customer success, operations, laboratories, client account teams, projects, portfolios and programmes, and sat on the senior leadership teams of the organisations she served. A programme leader whose largest transformation ran 150 people drawn from more than 100 countries, inside large pharma, life-science consultancies and enforcement work with local and central UK government.
And a builder. A qualified programme manager who is also a working expert in the Claude and OpenAI APIs. Which means the work does not end as a report on a shelf. It ends as something running.
PhD + MBA
A scientist who became a commercial leader
20+ years
Commercial leadership and transformation
£15M
Protected in one year by one system
4 awards
For The Job Well Done, her leadership book
The work
Every platform below started the same way: something was missing that nobody had built. The pattern is always I see something, then I build something.
Rare diseaseraretrial.org
What I sawHalf a million clinical trials existed in public, and the patients they were written for could not read a word of them.
What I builtA search engine that turns 500,000+ trials into plain English, on 10,900 disease pages families can actually use.
Childrencaptaincleo.com
What I sawChildren will need money, maths and AI fluency, and almost nothing teaches all three without feeling like homework.
What I builtA galaxy of games where the learning is the play, with no ads and nothing sold to a child.
JudgementThe Roast Council
What I sawAI agrees with you. That is pleasant, and it is exactly the wrong thing when you are about to spend real money on an idea.
What I builtA hostile council that argues with your idea from six directions before you commit to it.
The next step
Sometimes we are simply too close to see what is already there. Tell me about the organisation, or about you. I read every message personally.
Start a conversation →