I work with organisations when complexity increases and existing ways of steering no longer provide clarity or predictability.

Not because people fail to do their work, but because coherence is lost between what is decided, who is accountable, and what actually happens day to day.

Typical situations include:

• decisions that are taken but not carried through

• multiple initiatives running in parallel without clear priorities

• unclear ownership and overlapping responsibilities

• increasing pressure while outcomes become less predictable

In these contexts, additional structures, reports or programmes often add activity, but not coherence.

My work starts by understanding what is really happening in practice — close to the work itself.
Where decisions stall.
Where accountability becomes diffuse.
Where rhythm and predictability disappear.

I work in roles where responsibility is tangible and consequences are real.
This may involve temporary executive responsibility, leading complex programmes, or intervening in broader transformation efforts.

The form differs.
The way of working does not.

Always in context.
Always close to the work.

The aim is not to create a sense of control, but to restore coherence — so decisions are taken, execution becomes workable again, and outcomes regain predictability.