Who I Work With

I work with organisations where project delivery has moved beyond the back office and into the boardroom.

These are environments where significant investment is tied up in change, where confidence in reporting really matters, and where leaders want clarity early, not explanations after value has been lost.

My work sits at the intersection of assurance, governance, and executive decision-making — supporting organisations that recognise delivery confidence as a strategic asset.

Boards and Executive Committees

I work with boards and executive teams who are accountable for large, complex portfolios of change.

These leaders are making high-value investment decisions, need confidence that reporting reflects reality rather than optimism, and want independent assurance free from internal politics. They require decision-ready insight — not technical detail.

My role is to provide independent, trusted visibility — enabling informed decisions and protecting both capital and credibility.

Transformation and Change Leaders

I work with senior leaders responsible for transformation, portfolios, or enterprise change.

Often this includes:

Heads of Change or Transformation
Portfolio Directors
Senior PMO or Delivery Leaders

These leaders are accountable for outcomes, operating under scrutiny, and frequently balancing delivery pressure with governance expectations. I support them by providing independent oversight, strengthening assurance, and acting as a trusted partner when confidence, credibility, or control is at risk.

Regulated and High-Risk Environments

Much of my work takes place in organisations operating under heightened scrutiny.

This includes environments where:

Regulatory, audit, or investor oversight is present
Delivery failure carries reputational or financial risk
Governance and assurance must stand up to external challenge

Experience across banking, insurance, and other regulated sectors means I understand the expectations placed on leadership — and how to build assurance that genuinely withstands scrutiny.

Organisations in Transition

I am often engaged at points of organisational change, including:

Post-merger or acquisition environments
Leadership turnover or PMO restructuring
Stalled or misaligned transformation portfolios
Rapid growth where governance has not kept pace

These moments require calm, experienced leadership and independent perspective — particularly when confidence has been shaken or clarity is urgently needed.

What These Organisations Have in Common

The organisations I work with tend to share several characteristics:

Significant investment committed to change
Pressure to demonstrate progress and control
Reporting that focuses on activity rather than confidence
A desire for early visibility of risk, not late-stage surprises

They value truth over reassurance, and understand that strong assurance is an enabler of better decisions — not a compliance exercise.

Operating Across London, Dubai, and Abu Dhabi

Supporting boards and executive teams through on-site, hybrid, and fractional engagements across the UK and the UAE.

This model allows senior-level assurance and leadership to be deployed quickly and flexibly — without the cost or commitment of permanent executive appointments.