My consultancy practice has been forged around three core beliefs: the need for creative leadership that inspires people to do the unimaginable; the value of creating ‘hubs’ - special spaces where innovation and the people essential to its delivery can be nurtured on ‘live’ projects; and the possibilities of working across disciplines, sectors and cultures to accelerate learning and embed change. I have found that I can contribute most to projects that require a synthesis of new thinking, of people development and corporate communications expertise. Some of the issues that have provided starting points for my work include:

• “We need more innovation in our culture, but our OD programme isn’t really delivering this.” High Street Retailer

• “We are great at skills development at the lower echelons of the organisation, but our management and leadership development programmes lack traction.” Pharmaceutical Company

• “We’ve got to get an incredibly diverse mix of stakeholders and delivery agencies aligned around creating and delivering a strategy, and time is running out.” Regional Development Agency

• “Growing the business means we have to downsize, outsource and change our production processes. How do we maintain morale – and talent?” Global Manufacturing Corporation

• “Our vision and values are inspiring, and we have a robust strategy – but if you ask ten different people about us you’d get ten different answers. This has serious implications for our continued growth.” Leadership Development Consultancy

Often, my clients have tried conventional approaches already, which have not delivered enough value, and they know that the brief demands a different starting point. I enjoy the challenges of such assignments, which make the most of my business, creative and psychological experience. I have found the best results come from working participatively, from co-creating rather than imposing solutions.

Central to my way of working is the belief that if you do what you’ve always done you’ll get only the results you’ve always got – so I include new thinking, emergent practices and a focus on creativity and innovation in my approach, alongside tried and trusted methods. I have found that projects that provide opportunities for learning new things together are more energising and engaging, and despite working with a degree of uncertainty, usually get better results. My training in Gestalt and Systems disciplines, as well as my ongoing doctoral research in the field of ‘breakthrough’ ensure rigour with such work