Executive profile
I combine consulting partner judgement, enterprise transformation delivery and hands-on AI/product capability. My work sits across AI adoption, process intelligence, automation, operating model change, platform-enabled discovery and measurable value creation.
My sell-side experience includes consulting, technology services, proposition development, client growth, delivery mobilisation and senior stakeholder management. This gives me a practical understanding of how advisory and technology businesses win trust, shape demand and convert strategic themes into funded delivery.
My buy-side advisory and consulting experience spans tier-one banking, building society, FTSE 250 insurance, public sector, healthcare, utilities and automotive environments. This gives me a strong view of how large organisations make decisions, manage risk, govern suppliers, adopt change and measure value.
I can help open board-level conversations, shape AI and process intelligence propositions, support business development and provide delivery assurance once the work is sold.
I can help challenge technology theatre, identify where AI will create real value, govern adoption responsibly and translate strategy into practical operating model change.
My profile is relevant to AI transformation, AI adoption, process intelligence, automation, value creation, operating model and platform-enabled transformation mandates.
Hands-on technology credibility
My profile is deliberately different. I can operate as a senior AI transformation partner, but I also have enough hands-on technology capability to build prototypes, interrogate data, understand platform architecture and challenge delivery teams intelligently.
This matters because AI leadership is no longer just about sponsoring pilots or producing strategy decks. The strongest leaders need to understand what is happening under the surface: the data, the workflow, the model, the governance, the integration points, the operating model and the practical path from proof of concept to adoption.
Many senior AI profiles are either strategy-heavy or technology-heavy. The gap in the market is for leaders who can hold the boardroom conversation, understand the commercial case, challenge the supplier narrative, inspect the technical reality and still mobilise delivery in complex organisations.
That is the role I play. I can shape the opportunity, build or direct the proof of concept, test whether the value case is real, understand the governance and security implications, and then move the work into a delivery model that can survive contact with enterprise reality.
This page is intentionally not a chronological CV. Detailed employment dates, role-by-role history and mandate-specific evidence can be provided through a tailored CV or case-study pack for relevant opportunities.