CEO & Board Advisory

Strategic counsel for leaders navigating complexity and consequence

The quality of thinking available to a chief executive or board at a critical moment can shape the quality of the decision. Over more than thirty years, I have been in those rooms, as a member of the executive committees of BT Group and BHP, as a management consultant, and as a trusted adviser through some of the consequential moments those organisations faced. 

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My advisory practice is grounded in three decades of leadership and counsel at the most senior levels of global organisations. I have worked alongside chief executives and chairs through inflection points that tested both strategy and institutional character: the Samarco tailings dam disaster at BHP; the transformation of BT Group; two CEO succession processes; and a series of complex, cross-border transactions. These experiences gave me a practical understanding of what executive and board leadership requires under pressure.

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I work best as a candid, rigorous sounding board for chief executives, chairs and senior leadership teams navigating significant complexity or transition. My role is not to provide a prescriptive framework or a consultant’s deliverable, but to sharpen thinking, surface the questions that are not yet being asked, and bring independent perspective to decisions that carry real consequence.

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My advisory engagements typically focus on enterprise transformation and operating model design; post-M&A integration and organisational readiness; CEO and executive succession; leadership team effectiveness; and the strategic management of culture and reputational risk. I bring a people-strategy-as-business-strategy lens to all of it, not as a counterweight to commercial imperatives, but as a direct condition of their effective delivery. I also bring a clear view of how human capital, leadership and organisational design must evolve for digital and AI investments to translate into real performance.