This is some background on my career to date. It may inpart help position me when Iam being introduced prior to speaking:​

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1 -Technical

I had a childhood interest in astronomy. So you can imagine my surprise when I discover that studying astrophysics was a little more complicated. Thus I embarked on a career in software engineering. However, I was able to call upon my astrophysics degree when I worked at the European Space Agency on a cosmology programme.

 

Through the defence sector, I developed a very deep understanding of technology as my roles initially involved:

 

• Real-time naval ship systems

• Electronic warfare

• Avionics lifecycle management

• Naval battlefield simulation

• Fighter jet management systems.

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Software engineering also took me into the worlds of:

 

• Investment banking

• Maritime search and rescue

• People management.

 

I drifted into project management. For a bit of variety I got involved in training new entrants in software engineering and eventually experienced technologists in systems analysis and design.

 

2 – Educational

I eventually set up my own company which focused largely on demystifying technology for businesspeople. I realised that there was a divide between technology people, who could not see the bigger context for the systems they were building and maintaining, and the users who had no idea what the technologists were saying. Initially this started with supporting service companies that engaged with technologists, eg. staffing companies and consultancies.

 

Eventually this bubbled up to the c-suite. I managed to convince the Financial Times that they needed a column focused on digital leadership, which I penned for a decade. I was also engaged by the FT Live organisation to chair CxO dinners and conferences. This helped me develop an understanding of the issues leaders faced and it helped me develop some impressive contacts.

 

Today some of my time is involved with leadership development. I have lectured at MIT Sloan as part of their MBA programme and today I am actively involved in leadership development with the Moller Institute, Churchill College, University of Cambridge. Over time, I found myself developing as a keynote speaker.

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3 – Advisory

My time spent writing, educating and keynoting helped me to develop the ability to convey insights in an engaging and memorable manner. Just as well as I was increasingly being invited to advise business and government leaders on matters of leadership, particularly in the context of societal upheaval and increasing disruption.

 

This has led to many high impact engagements. Examples include, advising:

 

• One of the world’s leading banks on how to transition from slow technology follower to early adopter leader.

• Startups from around the world.

• The world’s largest technology organisations on how to attract and retain senior executive buyers.

• A government on how to set up an innovation centre optimised for ministers.

• A national sports association on how to navigate an increasingly disrupted world.

• A healthcare manufacturing company on how to harness the creativity of its people.

 

Today, I am considered an expert on the drivers shaping our future and on how to build organisations that can embrace this increasing volatility. My delivery mechanisms are a mixture of advisory and, keynoting. I have also set up the Adaptive Edge Initiative. My focus on living systems and harnessing our natural human tendencies is well received by all stakeholders.

 

Over the last four decades, I have worked in forty countries, across many sectors. My experience is unique, deep and broad. It is not clouded by the ‘trend du jour’. Most importantly, I don’t have all the answers. We are now operating in a ‘post-case studies’ world. My role is to help you create an organisation that can sense, decide and act with confidence regardless of what crosses your path.