If you’ve found your way here, something has probably brought you.

Maybe your board is facing something it hasn’t faced before. Maybe your risk management looks right on paper but doesn’t quite hold in practice. Maybe there’s a conversation everyone in the room knows needs to happen, and it hasn’t happened yet.

I’ve spent twenty-five years with exactly those moments, inside banks, insurers, manufacturers, broadcasters, not-for-profits, social enterprises and government. I’ve been at the table when things were breaking and when they needed rebuilding. Often the hardest part wasn’t solving the problem. It was creating enough safety for people to name it.

That’s my work, and I do it in two ways.

Board facilitation

I help boards surface what is actually true in the room: the concerns that have been quietly held, the assumptions that have never been tested, and the dynamics shaping decisions that nobody has named.

Every engagement starts with a private conversation with the chair and confidential conversations with directors and executives. From there I design a session built entirely around what I’ve heard. Sometimes a single session is enough.

For boards that want to go further, Compass is a year-long practice built on four questions. Where are we now? Where are we going? What will we encounter? How do we stay on course? It builds a board’s shared capacity to govern through uncertainty, quarter by quarter.

What is said in the room stays in the room. Always.

Risk advisory

I work with boards and executive teams to build risk foundations that hold under pressure, and to change how organisations think about risk at every level.

Done well, risk is a strategic capability. It helps leaders understand what they already know, name what is forming, and decide consciously how much risk they are willing to carry.

I’ve built enterprise risk frameworks for organisations growing fast, including through acquisition. I’ve led and independently assured remediation programs under regulatory scrutiny, and designed culture and transformation strategies for organisations that knew things had to change. Every piece of work is shaped around your organisation’s culture, context and the questions that most need asking.

Where both come from

I believe the most important work in governance, risk and leadership happens in the room. It lives in the quality of the thinking, and in a willingness to ask the harder question instead of settling for the comfortable answer.

If that resonates, I’d like to hear from you.