When other consultants have failed, teams call me.

Charities usually find me one of two ways. A CEO who has watched a big firm charge £200,000 for a strategy nobody uses, or a Chair who has been told by another charity's Chair that there's a consultant who tells Boards the truth and charges fixed fees. Both versions are accurate.

How it works

I start with what has failed and trace the mechanism producing the failure, which usually means reading your annual report before we ever speak and telling you what I found, including the parts you'd rather I hadn't noticed. Then we develop the strategy with the people who know the work involved while choices are still open. I design each workshop around the decisions we need to make, with named owners and deadlines, and the Board involved from the beginning.

The ladder

Start small: a one-day offsite. Cultural archetype mapping, where you are versus where you're going, and the barrier list nobody has written down. If it's useful, it becomes day one of something bigger. If it isn't, you've spent £750 and a day finding out.

Manager and leadership development. A workshop series built around your actual challenges, not a generic curriculum, with cascade-ready toolkits so the thinking reaches people who were never in the room.

V2V: Vision to Value, the full strategy refresh. We develop the strategy with the people who know the work and the Board involved from the beginning. A focused engagement takes four to six weeks, with implementation support agreed separately. Three tiers, £10,000 to £28,000 fixed, from a straight strategy review through to stress-tested critical paths, portfolio governance, staff FAQs, and trustee sign-off. 20% deposit, no day rates, no surprises.

Need an interim or fractional Transformation Director? I lead high-stakes digital, people, AI, and Agile change without the cost and complexity of a large firm.

One more thing that separates me from every consultant with an AI slide: I build software. I'm currently running a live AI product pilot with a UK barristers' chambers, with a completed data protection impact assessment and security architecture I wrote myself. When I advise you on AI adoption, it's from the inside.

Why me?

  • Almost no one has more breadth and range of experience in transformation. After leading 25 transformations and managing multimillion-pound departmental budgets, I know how to deliver under pressure.

    My ideas are free because my value is rolling up my sleeves to get your transformation done. You can pick my brain all you want. You only pay for my help to design, implement, or execute. The real value is always in the doing. The best ideas will fail when implementation and ways of working have no relation to reality that employees hate, managers dread, and customers/beneficiaries ignore.

    I design bespoke, simple solutions that go beyond pretty frameworks. I have experience in several change methodologies, including Agile, Lean, and Design Thinking, but I’m not a purist. I tailor the process to you specifically without getting overly complicated or theoretical.

    I become your team’s new coach, mentor, and teacher. You should not be reliant on any consultant indefinitely, not even me. My goal is your self-sufficiency.

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Stuck in strategy design?

I believe that any organisational strategy should fit on one page and here’s how I help organisations build their own.

Can’t see how this would work for your team?

My V2V strategy facilitation helps you make decisions you've talked about for years, with the people who'll deliver the work involved while choices are still open. A focused strategy sprint takes four to six weeks, with implementation support agreed separately.

If any of this sounds familiar, you’ve come to the right place.

  • When too many projects eat up budgets without delivering measurable ROI, resources get wasted, and opportunity costs skyrocket. I offer portfolio management and prioritisation, cutting low‐value initiatives to free-up money and capacity for higher‐priorities. I help teams redesign and simplify their portfolio to balance strategic aims with practical constraints.

  • Buying expensive tools, custom code, or consultancy hours can become a money pit if user adoption is low or outcomes aren’t tracked. I map out a practical, step-by-step transformation blueprint that fits your capacity, culture, and budget—focusing on immediate, achievable results. Once the route to value is clear, I implement and teach your teams an Agile value realisation and assurance approach that links each digital investment directly to revenue goals or operational cost savings.

  • Inefficient pre-merger integration delays synergy realisation; hidden redundancies remain; staff remain disengaged, all costing the business millions in missed consolidation gains. Post-merger often synergy stalls, and staff remain siloed so that new structures cause more confusion than efficiency. I can take your synergies targets and turn them into an operational and cultural blueprint, ensuring faster “Day One” benefits and capturing synergy wins in months rather than years.

  • Data initiatives, new processes, or reorgs fail because staff do not trust leadership or the direction taken after multiple failed attempts at change. That lack of trust fosters re‐work, extended sign‐offs, and decision bottlenecks, draining leadership bandwidth and escalating the risk of project overruns. Too many employees left behind also has a hidden organisational efficiency cost when disengagement leads to higher turnover, increasing recruitment costs, and plummeting morale, eventually hitting productivity and profit margins. I work with teams to understand what's getting in their way and involve them in deciding what needs to change, so they can influence the work they'll be responsible for delivering.

  • Potential revenue streams or new product lines often remain untested or stalled, letting competitors capture the market and your lost revenues. I introduce low-cost, lean experiments—combining free or affordable digital tools—to prove concepts quickly before committing further resources. My goal is to help teams quickly test feasibility or product–market fit, protecting budget while expediting new revenue opportunities.

  • Constantly rotating external consultants rack up fees and rarely embed expertise in‐house, creating a ‘dependence trap’. I don’t believe that transformation programs should be a hostage situation. I mentor and coach your internal teams, transferring knowledge so your people can sustainably run the show and lowering recurring management consulting spending to focus only on the areas where it is truly needed.