AI & Organisations
Can Your Organisation Decide as Fast as AI Can Execute?
AI is making execution cheaper. The harder question is whether organisations can make decisions, prioritise and learn quickly enough to keep up.
Read note →Technology · Organisations · Consulting
The Good Consultant
I've spent more than twenty-five years working across software engineering, architecture, and consulting — from the engine room to the boardroom.
This is where I write about what I've learned, what I'm still learning, and the questions I keep finding worth asking.
Thinking
A notebook, not a blog.
I write when I notice something worth thinking about. Patterns that keep appearing. Questions I find myself asking more than once. Tensions without obvious answers. Occasionally, something that changes how I think about a subject I thought I understood.
Some notes eventually become talks or chapters in The Good Consultant. Others remain exactly what they started as: an observation worth writing down. This is where the thinking is still allowed to move.
Decision Making
The Faster You Move, the More Reversible You Need to Become
When execution accelerates, organisations can't respond by demanding more certainty. They need smaller bets and decisions that are easier to reverse.
Read note →Technology Judgement
When Building Becomes Cheap, Judgement Becomes Expensive
AI can generate code, options and analysis in seconds. Deciding what deserves to exist becomes the more valuable skill.
Read note →Written in public
I'm writing The Good Consultant.
A book about the craft of technology judgement — principles, approaches, and stories, written chapter by chapter, in public. Not a technical manual. Every chapter follows the same rhythm: story, observation, principle, approach, reflection.
A few chapters, in progress
- Why They Called YouEarly draft
- Fire SeekingEarly draft
- Meet Them Where They AreEarly draft
- Kind Isn't the Same as GoodEarly draft
- Why Good Developers Behave BadlyEarly draft
Speaking
What I'm exploring with others.
Conference talks and conversations — mostly on technology, organisations, architecture, and what AI changes, and doesn't, about judgement.
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Fire-seeking: the hidden skill of technical leadership
Why the best technical leaders stay curious before they become comfortable.
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Is your AI roadmap creating value, or just excitement?
A grounded look at where AI adoption actually pays off, and where it just adds noise.
About
Curious enough to keep learning. Experienced enough to say what I actually think.
I've spent more than twenty-five years in technology, starting close to the code and gradually finding myself in conversations about architecture, organisations, strategy, and the decisions that connect them.
I've worked with engineers, technology leaders, and executives across different organisations and industries. I still value being able to move between the detail and the wider context — the engine room and the boardroom.
I still spend time with the code, the architecture, and the people building it. It keeps me connected to what's actually happening, not just what the deck says.
Along the way I've accumulated plenty of opinions, changed quite a few of them, spoken at conferences, and started writing a book about the craft of consulting.
25+ years
Technology, engineering and consulting
Engine room → boardroom
From code and architecture to organisational and strategic conversations
Speaker
Conference talks on technology, organisations, architecture, AI and consulting
Author
The Good Consultant, a book in progress
Elsewhere