Get help. Work better.
Twenty years in operations, audit and the classroom. I help organisations build capability that stays after I leave — and I sit in board rooms that need someone who can read an IT, cyber or AI risk report and ask the next question.
Three ways to work together
Teach it. Build it. Govern it.
The same body of knowledge, applied at three different altitudes — in your training room, inside your operation, and around your board table.
Corporate training
Accredited and non-accredited programmes delivered to your teams, in your context, with your incidents as the case studies.
- ITIL 5, ITIL 4, COBIT 2019, ISO/IEC 20000
- ISO 27001, ISO 42001 (AI), ISO 22301
- PMP, PRINCE2, PRINCE2 Agile, Lean Six Sigma
- Cloud and technology foundations
Consulting
Implementation and improvement projects: design the process, choose and configure the tool, land it with the people who have to live in it.
- Service management implementation & rescue
- ISO certification readiness and audits
- IT and AI governance using COBIT 2019
- Process improvement, cost and SLA turnaround
Independent director
For listed and growth companies that need an independent voice with genuine technology, risk and assurance depth — not a nominal appointment.
- Audit and Risk Management Committee work
- Technology, cyber and AI risk oversight
- Controls, process assurance and ICFR literacy
- SEBI LODR and Companies Act readiness
How I work
Diagnose before prescribing. Always.
Most failed improvement programmes were sold before anyone looked. Every engagement — training included — starts with a short, paid diagnostic so the design fits the organisation you actually have.
Diagnose
Two to three weeks. Interviews, ticket and incident data, current documents, a look at what the tooling really records. You get findings, not a proposal dressed as findings.
Design
Target operating model, process and control design, roles, measures and the tool configuration that supports them. Sized to what your people can absorb.
Implement
Build it with your team rather than around them, so the knowledge stays in-house. Training is folded in here, not bolted on at the end.
Embed & measure
Audits, service reviews and a handful of measures the board will actually read. Then I step back — the point is that you no longer need me.
Achievements
Twenty years of helping when things go wrong.
Training, consulting and audit work since 2000. The test I apply to my own work is simple: a year after I left, could the organisation still point at it?
More on how I workCapability built at scale
Service management, governance, information security, project delivery and process improvement — over 3,000 hours delivered to in-house cohorts running from service desk analysts to CIOs. Complex material turned into something a team can use on Monday.
Standards taken from gap analysis to certificate
ISO 20000, ISO 9001, ISO 27001 and ISO 22301 audits and implementations, including the management representative role for a certified national telecom operation.
Re-organisation that survived the handover
Organisational re-design, service management tool implementations and service transitions, delivered as an independent consultant rather than as a programme that needed me to stay.
Training that is measured, not just delivered
Pre-course and post-course evaluation, a cohort report for the sponsor, and follow-up support so the organisation can act on what the assessment actually showed.
Credentials
Accredited to teach it, qualified to audit it.
A selection from the current portfolio. Accreditation matters when your people need an exam result at the end — and it matters just as much when a certification body is on site.
Insights
Notes from the practice
The metric that drove the wrong behaviour
A US Senate committee published a 159-page report saying Amazon commissioned its own research into warehouse injuries, found a link between speed and harm, and set the findings aside. Amazon says the report is wrong. Strip out the politics and what remains is the oldest problem in improvement work.
October 17, 2026Improvement theatre: when the management system exists and nothing changes
In February 2024 an expert panel told the FAA that Boeing had a safety management system matching the standards on paper, and a workforce that did not understand its own role inside it. Twenty-seven findings, and not one about a missing procedure. Almost every organisation has a version of this.
October 3, 2026Ensure continued business justification: the Emergency Services Network and the milestone that meant nothing
A supplier had been paid for 85 per cent of its contractual milestones by value while the network remained undelivered. Ten years late and still running, ESN is the clearest available lesson in what happens when a business case stops being tested.
Tell me what is not working.
A training need, a stalled implementation, an audit finding you would rather not see again, or a board seat you need to fill properly. One conversation is usually enough to know whether I am the right person.