I'm not a technologist who learned business. I'm a business person who learned AI.
Most of the businesses I speak to don't have an AI problem. They have a time problem, a margin problem, or a growth problem. AI is one of the tools that can help with all three — but only if you start with the business, not the technology.
That's the difference in how I work.
Where I come from
I co-founded a B2B device lifecycle management platform operating across 50 countries. Before that I spent years in commercial roles at enterprise software companies, working with clients including Cisco, Rolls-Royce, and the UK Government.
I've sat on both sides of the table — as a customer trying to make technology work for a business, and as a founder trying to scale one without just adding headcount. That context shapes everything about how I approach a client engagement.
I understand what a managing partner, ops director, or practice owner actually cares about. It isn't technology. It's time, margin, and whether something is going to create more work than it saves.
How I came to AI
I didn't come from AI. I came to it because I needed it. Running operations meant finding leverage wherever I could. I started identifying workflows that were eating time and killing margin — client communications, reporting, internal processes — and building automations and AI agents to handle them. Not because I wanted to experiment with technology, but because the business needed it.
That's still how I approach every client. What does the business actually need, and is AI genuinely the right answer. Sometimes it is. Sometimes the bigger win is fixing a process first and automating it second. I'll always tell you which.
How I work
I work with a small number of clients at a time deliberately. There's no junior team handling your project while I move on to the next one. When I take on an engagement I stay involved from the first call to the final handover.
My commercial background means I stay anchored to outcomes throughout. Every automation we build has a clear reason to exist — time saved, cost reduced, or revenue protected. If I can't articulate the business case for something, I won't recommend it.
I'm based in Yorkshire and work with businesses across the UK.
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