The through-line
Take complex, high-stakes relationships and turn them into growth.
For eighteen years that was the job, across organisations, markets, and four continents at once. I ran multi-million-pound global accounts spanning a hundred countries, led large delivery teams across time zones, and sat across the table from board-level executives at some of the world's largest companies. The figures were big. The real work was holding trust where the stakes were highest.
I built commercial and go-to-market functions from nothing and grew them into sustained, double-digit, year-on-year growth. I founded governance and partnership programmes that turned messy, high-value relationships into something measurable, negotiated major multi-year renewals, and have written and won a national award for international business growth. Across every organisation the pattern was the same: build the team, set the standard, deliver the number.
Then I made a deliberate decision: go deep on AI. Not as an observer, as a daily practitioner who builds. I now ship AI-powered platforms with frontier tools, write to a community of professionals, and work on the part of enterprise AI that actually decides whether it succeeds, the human system around it. I hold a PhD in Chemistry and an Executive MBA, so I can speak to both the technical depth a buyer needs to trust a platform and the business language their leadership needs to act.
