I help leaders see what’s changing before it becomes their problem.
I research widely across technology, geopolitics, markets, climate, infrastructure, public health and society - looking for the connections, dependencies and emerging risks that can affect how organisations operate, endure and stay in control.
My work is about building organisations that are harder to surprise.
I pay attention to things that don't always look connected.
A cyberattack on a healthcare processor. Drought exposing centuries-old warning stones. An AI agent behaving outside its intended boundaries. A shipping route closing thousands of miles away. A community building its own microgrid.
On their own, they are interesting stories.
Together, they tell us something about where dependency, disruption and opportunity are moving.
Systemic Risk & Strategic Foresight
I look at the key points, the not-so-obvious connections, and the weak spots that really shape how organizations can bounce back in a world that's getting more unpredictable by the day.
AI & Emerging Technology
Geopolitics & Markets
Climate & Infrastructure
Capability, autonomy, governance, infrastructure and unintended consequences.
Chokepoints, trade, economic dependencies and shifts in global power.
How changing physical conditions affect organisations, supply chains and communities.
Cyber & Digital Dependency
Community & Sovereignty
Science & Human Systems
Third parties, concentration risk, data, platforms and systemic technology exposure.
Demographic shifts, national identity, local resilience, and the preservation of social cohesion.
Cognitive load, public health crises, human decision-making, and the psychological foundations of stability.
The questions I tend to ask
What’s changing?
What’s connected?
What's assumed?
What signal are we dismissing because it hasn't become a crisis yet?
If this changes, what else moves with it?
What has the strategy quietly assumed will always remain available?
Where is the dependency?
What next?
Who or what do we rely on more heavily than we realise?
What are the second and third order consequences of this shift?
Where is opportunity?
What new capability, market or advantage emerges because conditions changed?
That is the lens I bring to resilience strategy.
Redefining Resilience
I think it means understanding what matters most, recognising where you have quietly become dependent, paying attention when the assumptions underneath your plans start changing, and maintaining enough capability to make good decisions when they do.
I don't think resilience means preparing for everything that could go wrong.
Nobody has the time, money or clairvoyance for that.
That is also why I care about sovereignty. Control over technology. Control over data. Control over critical capabilities. Enough independence that another organisation's decision does not automatically become your crisis.
And ultimately, legacy.
Because something worth building should also be capable of continuing without everything depending forever on one person, one platform, one supplier or one set of favourable conditions.
Working With Me
For Boards & Leadership Teams
For Organisations
For Founders & Entrepreneurs
Strategic briefings and advisory work around emerging risk, operational resilience, AI, cyber, third-party dependencies and future disruption.
Resilience strategy, dependency mapping, continuity, operational risk and scenario work designed to identify where disruption could undermine critical operations.
Discreet, high-impact diagnostic snapshots and custom acceleration programs designed to stress-test your business model and eliminate single points of failure.
The curiosity is broad. The experience underneath it isn't.
My perspective has been shaped by more than two decades working across technology, cybersecurity, finance, operations, retail, hospitality and entrepreneurship.
I've built businesses, advised organisations, worked with risk at both strategic and painfully practical levels, and spent enough time around technology to be enthusiastic about what it makes possible without assuming progress automatically makes us safer.
Bring Me the Problem You're Thinking About
If you're dealing with a dependency, emerging risk, strategic uncertainty or a problem that doesn't fit neatly into one department, tell me what you're wrestling with. I may be able to help you see it differently.