I began as a participant. I became a creator, then a producer, built businesses, ran organisations and eventually found myself being asked not simply to deliver, but to advise.
That journey has taken me through culture, commerce, technology and public life, often into environments undergoing change. Today I may be working with a board, a founder, a cultural institution, a business or a government. The setting changes. The value I bring comes from what I have learned moving between them.

Board, Chair & Advisory

I am usually most useful when an organisation is making a decision before the answer is obvious. I work with boards, founders and leadership teams to bring an outside perspective shaped by having built businesses, worked inside institutions and delivered the consequences of strategic decisions.

My role is often to recognise connections between things that appear unrelated, test assumptions against what happens in practice, and help turn an emerging idea into something that can actually work.

Culture & Cultural Institutions

I have worked both inside cultural institutions and alongside them, from emerging artists and independent organisations to major international programmes.

What interests me is not culture as a category, but the conditions that allow it to happen. Creative ambition, audiences, buildings, funding, governance and production are often treated as separate concerns. In practice, they shape one another. Much of my work has been about bringing those elements together without allowing the institution around the work to overwhelm the reason it exists.

Middle East

Working in the Middle East taught me that experience gained elsewhere cannot simply be exported into a different culture and expected to work.

I have worked with governments, cultural institutions, consultants and delivery organisations across the region, particularly in Saudi Arabia. The useful starting point is rarely what worked in London, Europe or the United States. It is understanding the ambition, the place and the people first, then deciding which experience is relevant and which assumptions need to be left behind.

Business & Organisations

I have founded businesses, grown them, sold them and worked inside organisations ranging from entrepreneurial ventures to global companies.

Businesses have audiences too. Employees, customers, partners and investors all experience the environments an organisation creates, and those environments influence behaviour long before a strategy appears in a presentation. I am interested in the point where an idea becomes an organisation, and where the way an organisation operates begins to determine what that idea can become.

Community, Founders & Initiatives

Some of the work I value most began before there was an organisation around it: a group of young people, an overlooked building, a community proposition or an idea that did not yet have a conventional home.

Scale is a poor measure of the size of an idea. I have helped create initiatives, organisations and environments that allowed people to participate, take responsibility and eventually shape what happened next. The most successful were not those that remained dependent on their founders, but those capable of developing beyond them.