Positioning
I'm a system synthesist. In any room, in any organisation, I instinctively see:
- Disconnected business capabilities
- Disconnected data
- Disconnected teams
- Disconnected products
- Disconnected legal entities
- Disconnected workflows
- Disconnected incentives
And then I construct a coherent system around them.
Twelve years of doing that in practice has produced a working thesis I call the 30/70: meaningful transformation is roughly 30% technology and 70% everything else — operations, culture, governance, legacy reality, and the lived behaviour of the people who actually run the business day to day. Most transformations fail because they get the ratio backwards.
I don't only design to this ratio — I argue it in the room. In client meetings with VP- and head-of-operations–level stakeholders I frame the work in exactly these terms: the digital layer is the 30%, and the operational reality, governance, and human behaviour behind it are the 70% that decides whether any of it works.
I'm best deployed where a business has the right ambition but the wrong shape — where the systems, teams, products, and contracts have grown faster than the architecture holding them together. My work is to read what's actually there, design what coherence looks like, and build the path to it without breaking what already works.