I’m drawn to environments where the problem isn’t fully defined, trade-offs are real, and progress depends as much on judgement as it does on technology.
Much of my work sits at the point where ambition meets constraint — where clarity, sequencing and focus matter more than raw capability.
Technology is rarely the constraint. Clarity usually is.
Most organisations already have access to capable tools, data and people. What’s often missing is alignment — between strategy and execution, incentives and outcomes, possibility and focus.
AI is a good example. Its impact won’t come from novelty or experimentation alone, but from thoughtful integration into core workflows, where it improves consistency, judgement and speed, and where governance keeps pace with capability.
Sustainable growth tends to come from a small number of well-made decisions, executed repeatedly.
That usually means being clear about where not to compete, designing products around real behaviour rather than assumed need, and building operating models that can scale without constant intervention.
Much of my work has involved helping teams move from opportunity-rich but execution-heavy modes into something more focused, durable and repeatable.
Sport has played a defining role in how I think about performance, preparation and teamwork.
I’ve competed at international level and spent over a decade coaching rugby, from junior levels through to U18s. Coaching, in particular, brings perspective. Progress is rarely linear. Fundamentals matter under pressure. Talent only translates into results when the environment is right.
The parallels with business are constant: clarity of roles, trust, repetition, resilience, and the ability to perform when conditions aren’t ideal. In most fields, excellence is the outcome of quiet preparation rather than visible intensity.