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I love helping people turn their

curiosity into an advantage

by solving business 

challenges that matter.

By that I mean better products, services or experiences,

which make/save money, improve the way we live,

or in some cases contributing to humanity

more broadly and saving our

planet. It's all that matters.




In a world where everything has changed. It’s no longer business as usual, it's business is 'unusual'. Right now, I believe we are in a raging tornado of change, which is fuelling the short-term impulse to grasp the impact on society and find a way through. 

Society shock (change) is being experienced on a human and economic level…but our instinct is to survive, adapt and thrive. This can be both threatening and liberating. 

I like to ask customers I work with: are you driven by change or are you being driven by it?

I’m interested in how we can investigate people, data and machines to drive change to shape a better world, enabling humanity to be accelerated and for us all to do more than we ever dreamed possible. 

This is what I call Humanity+. 

It is a single organising thought, suggesting advancement is not just about enterprises but wider society.

We must start asking ourselves some very big questions across industry sectors, like:

How can we improve patient care?
How can we balance demand & supply from intermittent renewable power generation?

How can we make autonomous transportation safe?

The list goes on......


Don’t guess when it comes to 'innovation'…measure what u test!

Simple, right? Yes, but not everyone measures or determines what success looks like. After an 'innovation' session of some sort, how many times have you heard the following statement, “let’s do a POC, prototype, mock up or pilot”? Probably too many times. In many cases, these are conducted without proper measures in place to monitor the impact the idea has on people, resources and technology. Generating ideas is a good thing…but collecting sufficient data to understand if the

Perspective No.1 of 26: Uncover the ‘right’ challenges

TRegardless of whether I talk to senior executives, functional managers or their team members they all have challenges, but most lack the ability to co-ordinate, discuss and prioritise them at an organisational level, based on the value of solving them. Challenges will also overlap and if you could find a way to identify patterns or overarching themes it would allow for a more organised approach to solving the ‘right’ challenges that would deliver the most value. Many have



Surrey, UK

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