When your strategy needs defining, or your programme needs rescuing. I bring clarity to your hardest decisions, and own the delivery end to end.
Twenty-five years on the problems organisations could not resolve themselves.
A FTSE 100 telecommunications group needed a finance and regulatory-reporting transformation its incumbent adviser could not deliver. I designed it, and the programme went on to become a published industry case study.
A FTSE 100 media and advertising group’s regional ERP implementation was failing. Brought in to rescue it, I took command, revised the approach, and brought the programme home on time and on budget. On the strength of that, the board asked me to course-correct the group’s global shared-services strategy and business case.
A consulting firm in APAC wanted products that would run alongside its advisory work and generate annuity revenue. I designed, built and ran the innovation hub that delivered it, from concept through to live operation.
Eleven of those years at EY, as a leader in their digital and emerging technology consulting practices across the UK and APAC.
Founder
I spent eleven years at EY as a Director, leading their digital and emerging technology consulting practice across the UK and Asia Pacific: building new ventures, designing operating models, and helping organisations move from strategy into something that actually delivers. Across a twenty-five year career spanning media, financial services, government, energy, telco and retail, with a background in military instruction and command underneath all of it.
I work with pre-revenue startups and listed company boards, early-stage founders and enterprise leadership teams. MultipleWorks exists to work alongside them, senior-led and hands-on, focused entirely on your outcome.
The work spans three areas. The constant across all of them is the same: senior judgement on the hard, consequential problems, owned from decision to delivery.
01 / Artificial Intelligence
Foundations that turn generic AI into institutional capability you can govern and defend: what it knows, what it is permitted to say, and a record of what it actually said. Built to the bar that risk, audit and the regulator will set. For the executive making enterprise AI decisions.
Read more02 / Innovation
The operating machinery that turns innovation ambition into shipped commercial outcomes. Three foundational artefacts, three maturity levels. For the innovation function under pressure.
Read more03 / Ventures
Senior, hands-on support for founders building their own ventures, pre-seed to Series A. Cash terms, founder calendar, no equity by default.
Read moreEvery engagement is senior-led and hands-on. We listen before we advise, and the measure of success is always what gets built, not what gets presented.
Selected engagements since founding.
Pre-Series A Startup
6 months
Hospitality Venture
18 months
Fitness & Health Tech
In Progress
We needed AI that knew our own business and could be governed to the bar regulated work demands. Nothing on the market did it that way, so we built it.
Score is an open, vendor-independent standard for encoding what an AI knows, what it is permitted to say, and what it actually said. It is published under an MIT licence and belongs to whoever wants to use it. Maestro is our own runtime built on Score, and the working system behind our AI engagements.
What that proves is narrow and worth stating plainly. The foundations we design for clients are the ones we run ourselves, to a standard set by risk, audit and the regulator rather than by a vendor.
Writing for executives on the problems that are live now. Each piece argues a position rather than surveying the field, and says what follows from it.
Acquirers are buying capabilities they cannot build, then handing them to an integration function whose job is to remove difference. A capability is not an asset and does not transfer with the entity, so the plan for a capability deal is mostly a list of what you will not touch.
Read the article →Most organisations have never designed how they develop people. Capable people arrived as a by-product of routine work, and that work is what AI does well. The briefing sets out the evidence that the pipeline is already thinning, and the method for building capability on purpose.
Read the briefing →