Get help. Work better.
Four decades 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 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.
Track record
Forty years of being in the room when it went wrong.
Quality assurance on a factory floor. Support engineering across five districts. Change and configuration management inside a national telecom operator. Consulting and training since 2010. The advice comes from having carried the pager.
Read the full storyChief Profit Officer
Strategy, IT organisational design, governance and sourcing advice; vendor and tool evaluation; training and knowledge programmes for client organisations.
Lead — ITSM; Change & Configuration Manager
Process accountability across a 225+ person operation, ISO 20000 management representative, SLA and OLA framework, CMDB design and ITSM tool rollout. Peer Award for the ISO 20000 implementation.
Director (Solutions)
Built the support practice: help desk, incident and change management at client sites, maintenance contracts, and the engineers who ran them.
Quality assurance and field engineering
Senior inspector on the People's Computer and colour television programmes; electronics in textile production; and a first job repairing copiers across the Kongu region.
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
Nothing is more permanent than a temporary fix
A short piece on workarounds, problem management, and why the known error database is the most neglected asset in most IT operations.
August 24, 2026What ISO 42001 asks of a board
AI management systems are where information security stood fifteen years ago. Directors are being asked about AI now; here is what a management system standard actually expects of them.
August 24, 2026Your SLA is green and your customer is angry
When the report and the relationship disagree, the report is usually measuring the wrong thing. A short note on rebuilding service level agreements around what the business actually needs.
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.