London, England, United Kingdom
Most organisations think their AI is working, because the outputs look correct. The problem is that those outputs aren’t translating into decisions. And decision quality is already degrading underneath. I help organisations understand why this happens, and fix the decision architecture behind I work primarily with CDOs, CIOs and executive teams navigating AI adoption at scale, where decision complexity increases faster than organisational alignment. AI isn’t the problem. Interpretation is. Most organisations won’t fail because their models are wrong. They’ll fail because they don’t agree on what the outputs mean, and therefore don’t act. The dashboard will be green. The system will be “working.” And decision quality will still degrade. Because the real failure is rarely computational. It’s interpretive. I work with leadership teams and boards where execution appears to be working, but decision quality is drifting. AI is accelerating execution faster than decision systems can adapt. In most organisations I work with, models produce confident outputs, dashboards generate recommendations, AI agents begin automating workflows. But, decision rights are unclear, interpretations diverge, accountability becomes ambiguous. And by the time anyone notices, the system has already normalised it. My work focuses on: - Decision Diagnostics for scaling organisations - AI governance and decision risk - Predictable Volatility, understanding how decision systems behave under pressure I work with organisations where execution is working, but outcomes are drifting, typically where AI is influencing decisions at scale. A Decision Diagnostics session is a structured half-day with your leadership team. We surface where interpretation is diverging and decision rights are unclear, before it becomes a governance failure. I'm taking a small number of sessions ahead of a May publication. If this is the right moment, message me directly
Predictable Volatility is a forensic intelligence practice examining why organisations with sophisticated AI systems still make catastrophically bad decisions, and what to do about it. The work sits at the intersection of AI governance, decision risk, and organisational meaning. It draws on thirty years of senior practitioner experience across financial services, telecoms, and retail, and on the forensic study of failures that should never have happened: Post Office Horizon. Knight Capital. Boeing MCAS. The Global Financial Crisis. Wirecard. In every case, the warning signs were present. The architecture made them invisible. The Book Predictable Volatility: Why Meaning, Not Models, Determines Whether AI Breaks You or Builds You publishes May 2026 via Thin Leaf Press. It is written for CDOs, CROs, and board directors in regulated industries who need to understand not just what their automated systems do, but what they mean when something goes wrong. The Advisory Practice The Decision Architecture Diagnostic is a half-day session for leadership teams. It maps where interpretation is currently happening inside the organisation, who actually owns it, and where the gaps are creating decision risk that no governance framework is catching. If your organisation runs automated decision systems and you haven't asked who owns the interpretation layer, that's where this conversation starts.
Author and contributor to long-form work exploring how leaders and organisations make high-stakes decisions in environments shaped by AI, uncertainty, and accelerating complexity. Contributor to The AI Edge: How to Thrive Within Civilization’s Next Big Disruption, an international bestselling book examining how artificial intelligence will reshape organisations, governance, and decision-making. My chapter explores a central idea, most AI failures will not be technical failures. They will be governance failures in disguise. Current writing includes the forthcoming book Predictable Volatility, which examines why decision systems, not technology, determine whether AI strengthens or destabilises organisations. Further work explores how founders, executives, and boards make critical decisions when information is incomplete and the cost of error is high.
The G&T Sessions is a long-running podcast and writing platform exploring leadership, strategy, growth, and decision-making in technology and complex organisations. Through conversations with founders, operators, investors, and thinkers, the series goes beyond surface-level success stories to examine how real decisions are made under uncertainty, including the trade-offs, constraints, and second-order effects that are usually edited out. The focus is not motivation or tactics, but clarity: how leaders think, choose, and act when the stakes are high and the path forward is not obvious. The G&T Sessions is independent and global, with episodes spanning technology, data, AI, insurance, financial services, and enterprise transformation.
Supporting Praxi on go-to-market strategy, positioning, and enterprise engagement in regulated industries, with a focus on data, AI readiness, and compliance. Work includes strategic planning, market entry, partner alignment, and advisory support across sales and commercial initiatives.
Born out of Software Cornwall, Startup Cornwall brought SLUSH’D to Newquay, UK 🇬🇧 in 2023 and continues to grow a vibrant founder community across the region. As an advisory board member, I support the team and participating founders on strategy, positioning, and high-stakes decisions as the ecosystem evolves, combining serious startup thinking with Cornwall’s unique culture.
Co-Organiser of the Agile Data London Meetup Community. More to come in 2026 and beyond. Come and join us