More than forty years in business and technology, more than thirty of them in digital.
I built my first commercial website in 1994. I have worked for and in digital agencies for 15 years, worked at board level across multiple sectors and led complex delivery for global organisations. Somewhere along the way I worked out that most digital projects fail for the same handful of reasons, and most of them have nothing to do with the technology.
Now I work alone, by choice. I do the thinking, I do the building, I sit in the room when the decisions get made.
The sectors I know well
Legal and professional services. Financial services. Property and construction. Travel. Health. Not-for-profit. From global law firms and listed financial brands down to charities running on a shoestring. The technical problems look different in each. The business problems are usually the same.
That charity work, and sitting on a board myself, is where the checklist for trustees came from: the questions worth answering before a charity commits budget to digital.
What I actually do
Three things, mostly.
I help leadership teams find where AI saves them money or makes them money, then build the thing that proves it. That’s the AI opportunity audit and the AI implementation sprint.
I help organisations whose digital isn’t earning what it should: websites, customer journeys, conversion, the unglamorous middle of the funnel where most of the money lives. That’s digital experience and digital health analysis.
And I take on a handful of non-executive director and retainer roles each year, where the value is in being available, not just in producing deliverables.