About

A practical operator working where leadership, systems, and agentic AI meet.

I operate at the point where strategy, risk, leadership, and execution meet. The work is about helping organisations make better decisions, translate them into action, and make operational reality visible early enough to matter. That perspective comes from 40 years in IT, including the last three years focused on agentic workers and the operating models around them.

Current roles

Current roles, one grounded view of execution.

Head of Lab, JUVO Builds and runs applied AI capability for real operating environments, with a focus on secure, measurable systems that support decision-making, execution, governance, and human oversight. Community Lead, CEO CF Works with CEOs and chairs in a senior peer community on growth, risk, leadership, execution, and organisational resilience. Adjunct Lecturer, University of Exeter Business School Teaches applied technology, operational excellence, FinTech, governance, and entrepreneurship in practical academic contexts. Leadership Fellows Programme Director, St George's House Contributes to senior cross-sector leadership conversations on responsibility, power, judgement, and decision-making.

Current work

Today I work across applied AI, CEO peer learning, teaching, and senior dialogue. The common thread is helping leaders make complex systems understandable enough to govern and practical enough to use, shaped by 40 years in IT and three years focused on agentic workers.

As Head of Lab at JUVO, I build and run applied AI capability for real operating environments: secure, measurable systems that support board decision-making, operational execution, and human oversight.

Through CEO CF, the University of Exeter, and the Society of Leadership Fellows at St George's House, I work with CEOs, chairs, founders, and students on judgement, execution, governance, and technology in practice.

Working principles

Boards only work when operations work.
Operations only scale when boards can see clearly.
Technology is an instrument, not a strategy.
Governance is a design problem, not a control problem.
Clarity beats cleverness every time.

What that adds

A practical view of how decisions survive contact with reality.

The past work matters because it gives me pattern recognition across startups, scale-ups, boards, executive communities, regulated environments, digital platforms, and the unglamorous operating systems that decide whether strategy actually lands.

Useful experience

Regulated, high-trust environments, including banking.
40 years in IT, including three years focused on agentic workers.
Product, data, operations, and governance.
Founder, CEO, CTO, advisor, and board-level roles.
Early-stage growth, investor readiness, and execution cadence.
Leadership communities where peers work on real problems together.

Previous work

Bank building Part of the founding team at Kroo, helping take the bank from concept to a fully regulated, live UK retail bank.

Leading companies Founded and led digital businesses, including an award-winning content-management consultancy serving media, finance, publishing, and technology clients before acquisition.

Venture and advisory work Advised, invested in, and supported early-stage ventures, helping teams sharpen strategy, prepare for growth, and turn complex products into operating businesses.

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