About

I've spent 25 years doing work that doesn't fit neatly into a single job title. I started in design and engineering, moved into data and experimentation, then into technology strategy and people leadership. At every stage, the pattern was the same: I'd arrive in a situation where the strategy was disconnected from the delivery, and I'd build whatever was needed to reconnect them. Sometimes that meant building a team. Sometimes a product. Sometimes a conversation that changed how someone showed up.

For the last several years, I led emerging technology work at IKEA, where the challenge was never the technology itself. It was the transformation around it. How do you move an organisation from talking about AI to actually embedding it in the way people work? Not as a pilot. Not as innovation theatre. As a real, sustained shift in capability.

That question, it turns out, is the same question I've been answering my whole career, just at different scales. How do you build capability that outlasts the room it was built in?

In parallel, I've been mentoring. What started informally became deliberate. Over 70 sessions across 20+ mentees, spanning 9 countries and 4 continents. Designers, engineers, product managers, founders, people leaders. The mentees are different every time. The pattern underneath is almost always the same: someone smart and capable has stopped trusting themselves, and the surface problem they brought, the CV, the interview, the stakeholder conflict, is not the real problem.

The real problem is never the one you brought. That's become something of a thesis for me.

I don't do coaching in the traditional sense. I don't have a framework you can buy or a course you can take. What I have is 25 years of pattern recognition, a fairly large ego that I've learned to use well, and the kind of directness that only works if the person across from me knows I'm genuinely invested in them. Brutal honesty wrapped in care, as one mentee put it.

Today I'm building a mentoring practice around this. Small, deliberate, one conversation at a time. I also speak at conferences and universities about AI transformation, leadership, and the things that actually determine how far people go in their careers. And I advise organisations on making emerging technology work in practice, not just in slide decks.

If any of that sounds like the kind of help you're looking for, get in touch.