For organisations
I am the independent adviser you bring in to review how your business is actually working. I find the gaps, the waste and the missed opportunities. I show you what they cost. Then I lead the transformation that closes them, built with your people, and where AI genuinely helps, I build that too.
For CEOs, boards and investors who want the truth from someone with no side to protect.
I accept a small number of engagements each year.
The starting question
What can your organisation not see?
None of this is hidden because people are not paying attention. It is hidden because they are too close, and because it belongs to no single function. Proximity is the most expensive blind spot there is.
What I do
I go through your business the way an investigator goes through evidence. Not the org chart, the reality. The gaps, the waste, the workarounds, the opportunities everyone stopped seeing.
Then I put a number on it: what the gap costs you every month it stays open. Suddenly it is not a feeling. It is a decision.
I design the transformation and build it with your people, so it sticks. If AI belongs in the answer, I build that too. If it does not, I say so.
Why me
Large firms will sell you a transformation programme: a framework, a deck and a rotating team of juniors. Independent consultants will sell you advice, then leave before the hard part. I do the one thing neither will. I find the truth personally, I price it, and I stay to build the transformation with your people until it holds.
You get me. Not a team of juniors. I conduct the interviews, follow the evidence and form the judgement personally. I will tell you the truth with the right tone, even when it is not the conclusion you had already chosen. I am nothing if I cannot be honest.
I want clients I can respect: honest people trying to do a good job and make a real difference.
There is a reason this combination is hard to find anywhere else. 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 biggest 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 your transformation does not end as a report on a shelf. It ends as a working system: the app, the tool, the streamlined workflow, built and running.
Before we speak
I am happy to sign an NDA before our conversation. What you share stays confidential. And if anything I am working on creates a conflict of interest, I will tell you before you tell me anything.
Who I help
who senses something is wrong and cannot get a straight answer.
about to fund a transformation, unsure it solves the right problem.
holding an underperforming asset nobody can explain.
asking what AI should actually change, beyond the hype.
Different doors. The same root cause: the business cannot see itself clearly. That is the work.
Going deeper
Sometimes the problem is not what the world sees. It is what the organisation itself cannot see.
This is the serious engagement. I go inside the company and investigate what it cannot investigate about itself, because everyone qualified to look is also implicated in the answer. Interviews, evidence, and the discipline to follow a contradiction all the way to the end of it.
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.
What comes out of it
This is not a services menu, and I do not arrive with a preferred answer to sell you. Depending on what is actually there, the work has taken these shapes.
What this business is really for, what it is uniquely able to do, and what it should stop doing to fund that.
Repairing the places where the experience breaks between teams, which is almost always where it breaks.
Governance, early-warning systems and the routes that let the truth travel to the person who can act on it.
Where the missing layer is visibility, the fix is usually something built. I build it rather than specify it.
Applied where they genuinely change the economics of the work, and left alone where they do not.
When the discovery is that the business is already sitting on something it has never sold.
Ways to work together
A founder-led investigation answering three questions: What is really happening? What is it costing? What must change first?
Ongoing access to independent judgement across strategic value, operating problems, transformation, high-stakes relationships and AI.
Architecture and oversight of a material new operating system, commercial engine, intelligence capability or AI-enabled transformation.
There are no standard packages. Each engagement is shaped around the scale, sensitivity and materiality of the situation.
A focused Enterprise Blind-Spot Investigation typically begins at £25,000. Private CEO and Board Advisory is normally structured as an ongoing monthly engagement. Transformation partnerships are individually designed and may extend into six figures where the intervention, implementation and value at stake justify it.
Terms are agreed privately. Where appropriate, fees may also include milestones, licensing, revenue participation or selected equity. Cash normally remains part of the structure.
The evidence
£15M
In a large pharmaceutical portfolio, recurring stock-outs had become normal. The losses were real, large and dispersed, so the organisation had learned to live with them. The real problem was not supplier performance. It was the absence of an early-warning and coordinated-intervention system.
The programme protected approximately £15 million in out-of-stock value in its first year, and continued after I left.
The next step
I work with a small number of CEOs, boards and investors each year. If something is happening in your organisation that should not be happening, describe it briefly and confidentially. Every transformation starts with one honest conversation.
Request a Confidential Conversation