A safe pair of hands for multi million-pound transformations.

I didn't learn "delivery" from a textbook first; I learned it in retail—watching my dad count cash after long weeks, seeing what it feels like when a single incident becomes legal evidence, and living through the era where supermarkets crushed local shopping, dot-com rewired discoverability, and social media changed how people expect brands to behave.

So when I walk into your transformation, I don't treat it like an abstract project—I treat it like real money, real people, and real reputational risk.

I then went into sales and marketing, did the door-knocking, negotiated face-to-face, ran promotions on clunky green-screen ERP systems (the kind that felt like the Matrix), and learned how to speak to humans—not just stakeholders.

And yes, I studied philosophy too, which sounds odd until you realise what it gives you in a programme: the ability to reason from first principles, spot weak assumptions, and persuade people with clean arguments (especially when the room is tense and decisions are hard).

That's why I'm good at the bit most programmes quietly fail at: bringing people with you.