Before advising businesses, I built them.

Before working with businesses, I built them. Scaled them. Watched some of them work and some of them not. Van Gogh produced over 900 paintings in a decade and sold just one while he was alive. Picasso made close to 50,000 works across his lifetime. The pieces they are remembered for represent a fraction of everything they made.

The same is true in business. Most things don't work the first time. Most attempts are part of the cost of knowing what to do next. I've built things that succeeded and things that failed — and what I know about diagnosis, systems and turnaround is grounded in both. Not in a theoretical framework. In what actually happened.

I've worked across private enterprise, public sector, NGOs, faith institutions, academia and development. As COO, as entrepreneur, as consultant. I have designed bespoke intellectual property frameworks applied internationally. I've taken organisations through turnaround, growth, governance restructuring and operational rebuilds.

The ability to work across different sectors and scales sharpens the diagnosis. The same underlying failures show up everywhere — misaligned incentives, unclear accountability, decisions concentrating in the wrong place. The context changes. The pattern doesn't.