Transformation leadership for insurance and financial services.

Most change fails not for want of a plan, but because accountability gets split or diluted until nobody owns the root cause or the benefits.

Steering committees, status reports and frameworks become the work instead of enabling it. A lot of consulting pitches read the same — "we're the best, we can do it" — and yet most transformations still fail to deliver.

I do it the other way. I work inside your organisation and mobilise the resources you already have. Often the skills needed are already there; they just need to be freed up and mobilised properly. Own the problem, find the root cause before reaching for a solution, and build the thing so your team can run it once I've gone.

I say it on day one: start looking for the person who takes over from me.

It signals I'm not there to embed, and it puts knowledge transfer at the centre from the start. I contract in three-month intervals. Happy to renew, but the renewal is a regular check on the value I'm adding. You get the tools, the structure and a team that can sustain it. Not a dependency.

Clients across the UK, Europe and Asia, at C-suite and senior leadership level.

What I've delivered

• Ran Group Transformation for a £600m change portfolio
• Delivered an M&A carve-out
• Implemented a core platform
• Set the public cloud strategy and led the migration of more than 3,300 workloads
• Consolidated 14 data centres into four, including the group's networking, security and infrastructure, as part of a corporate separation
• Rightsized an onshore and offshore operation, keeping services running through the pandemic
• Changed the technical operating environment, including the call centre infrastructure
• Assessed a change function's maturity and set out an improvement plan