How I Work
Two ways to work together, depending on what your business needs right now1. Transformation Director
When an organisation is going through significant change, whether that’s a finance transformation, a system implementation, an operating model redesign, or a programme that spans multiple functions, I work alongside the leadership team as an independent transformation director.
This is a business-to-business engagement where I provide independent direction and delivery of the programme, working closely with your teams while maintaining the external perspective that keeps things honest. That independence matters because it means I’m not tied to internal politics, legacy decisions, or the way things have always been done.
The common thread across every assignment is the cross-functional element. Finance transformation doesn’t happen in isolation. It touches HR, operations, commercial, data. The programmes that stall are usually the ones where those connections weren’t made early enough. That’s the gap I focus on.
Making sense of the problem
Understanding what’s actually happening across functions before jumping to solutions. Mapping the data flows, the dependencies, and the gaps that are causing pain.
Building the programme
Designing the approach around how the business works, its priorities and its people, not around a methodology or a vendor’s implementation playbook.
Delivering through your teams
Working alongside your people through implementation, building the relationships and capability that mean the change is sustained after I leave.
2. Advisory
Not every situation needs a full-time programme director. Sometimes a CFO, CHRO or senior leader needs an experienced independent perspective to help think through a specific challenge, pressure-test a decision, or get clarity on a situation before committing to a direction.
I work with senior leaders across a range of advisory areas, including enterprise data foundations and readiness, transformation scoping and planning, operating model effectiveness, cross-functional alignment where finance, HR, operations or commercial aren’t connecting, and financial and operational performance visibility. I’m also a certified GC Index Coach, working with leadership teams to understand how their energy for impact maps against what the work requires and where the gaps in team composition are affecting progress.
Advisory engagements are flexible. It could be a focused piece of work over a few weeks, ongoing retained support at key decision points, or a single session to work through a specific problem. The format fits around what you actually need rather than a fixed model.
The goal with every piece of work is to leave the business clearer, more connected, and able to move forward without me. I’m not interested in creating dependency.
I want to build the clarity and capability that means the organisation is stronger on the other side, with the foundations in place to keep progressing.