Independent consultant · regulated work under pressure

Nobody did anything wrong.
The work still stalled.

After a merger, a first defence contract or a regulatory shock, the damage usually comes from reasonable people doing what they believe is right. Every side has a fair claim. What one person cares about is another person's boundary. I help leaders see where those lines sit before someone crosses them.

Two weeks. Fifteen to twenty one-to-one conversations. Findings we work through together, not a report on a shelf.

Thirty years in agri-food, telecom, healthcare, government and dual-use technology. Cross-border mergers, technology turns, rapid growth and innovation teams.

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Where it starts

Change arrives in different forms. The stall has a familiar shape.

Mergers and acquisitions

New ownership, new obligations and old habits meeting inside one company.

Entering dual use

Commercial teams and defence work learning where fast sharing meets need to know.

Geopolitical or regulatory shifts

External rules that redraw the boundary around what a team can decide and share.

Technology turns, including AI landing in the workflow

New tools, new handoffs and new decisions arriving before people have agreed how the work should move.

The diagnostic

Find the lines people are already working around.

I lead every engagement personally. The diagnostic begins with confidential conversations across the affected work, then a working session with leadership to decide what needs attention and what can move.

01

Listen and observe

Fifteen to twenty one-to-one conversations over two weeks, across the teams living the change. I watch how the work moves, not only what people say about it.

02

Read the friction

See where fair claims collide, where handoffs drop, and which unmarked lines are slowing the work.

03

Decide together. Teams own the change.

We work through what I found with your leaders and the people doing the work. They choose what to change first and agree on the signs that show it is working. Then they carry it. Short Praxis sessions help them practise the hard conversations and decisions along the way.

“Most of the risk in a change sits between people who are each doing their job well.”

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Who it is for

For leaders carrying the work through a consequential change.

Leaders of commercial tech firms entering adjacent markets

Where regulation changes how the work gets done. Defence is the sharpest version of this.

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Operating partners

With a portfolio company where the deal has closed and the work has gone quiet.

Anyone owning delivery through the change

When the old approvals no longer fit the work.

Usually a CEO or president, an operating partner, or the person handed the integration.

A clear place to start

Bring the decision that keeps returning.

You do not need a finished diagnosis or a ready-made scope before reaching out. Start with the condition that has made the work slow down.

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