I've spent over two decades at the intersection of procurement, technology, and organisational change — working across financial services, manufacturing, and global professional services with teams and budgets that don't forgive wishful thinking.

My work sits where strategy meets execution. I'm drawn to the problems that look like technology problems but turn out to be people problems — and the transformations that stick because someone designed them to, not because the platform was good enough.

Right now, I'm focused on what AI genuinely changes in procurement — and what it doesn't. The answer is more nuanced than most vendor conversations allow for.

My work has spanned financial services, manufacturing, consumer goods, and global professional services — leading sourcing and procurement programmes, redesigning operating models, and more recently helping organisations think clearly about where AI genuinely fits and where it doesn't.