How I help
Start with the decision. The format follows.
Advisory, executive development and speaking. Which of the three you need depends on one thing: the people or leadership decision your organization has to get right next.
Behind all three
The same track record, whichever way you come in.
1,500+
Senior executives engaged
Across public and private sector organizations
25+
Executive programmes
Designed and delivered across industries
4.6/5
Average participant rating
None below 4/5 across 2025-26 sessions
24+
Organizations served
Energy, government, banking and industry
Advisory
“Our HR strategy is not keeping up with where the business is going.”
Consulting work on the people system itself: what the HR strategy should be, how the organization is designed, how performance is managed and rewarded, and what has to change for a transformation to hold. The diagnosis is done with your own managers, so what you are left with is something they can run.
- HR strategy, policy architecture and the systems underneath them
- Organization design, roles and decision rights
- Performance management and reward
- Transformation that survives contact with how the organization runs
Executive development
“Our senior people need to lead differently, and a standard course will not do it.”
Programmes designed around the decisions one particular cohort is facing, not a curriculum bought in and re-badged. Twenty-five so far, from a thirteen-person workshop to a hundred and fifty CEOs and business heads, across corporates, government and business schools.
- Leadership development programmes, one tier at a time
- Focused in-company workshops on a single problem
- Public sector and policy leadership
- Women’s leadership
Speaking
“We need the opening session to set the level for the whole event.”
Keynotes, masterclasses and leadership dialogues on strategic HR, leadership, AI, talent and the future of work. The material is the same research he publishes and teaches, put in front of a room rather than a cohort.
- Conference keynotes
- Executive masterclasses
- Panel and fireside dialogues
- Faculty and academic sessions
The question inside all three
AI is now inside every one of these conversations.
Whether the brief is an advisory engagement, a programme or a keynote, the same thing is usually underneath it: which roles hold as AI enters the work, and where employee trust is put at risk. He publishes on this and teaches it as a masterclass to CEOs and CHROs.
Alongside
Some of this work happens one to one.
Senior leaders also come for individual coaching. If that is what you are after, say so in the first message and he will tell you whether it is a fit.
Next step
Start with the problem, not the service.
Tell me the decision you are facing and who it affects. Which of the three this becomes, or whether it becomes something else, follows from that.