Ways of Working

I work with a small number of organisations and individuals at any one time. The engagements vary in form, but share a common thread, they are substantive, peer-level, and grounded in the same thinking you find here.

Speaking

I speak at conferences, leadership forums, and executive events on AI strategy, agentic transformation, SaaS scale, leadership, engineering, platforms and the commercial shift from per-seat licensing to consumption economics.

I bring a practitioner's perspective grounded in real-world experience leading technology organisations through these shifts.

My speaking style is conversational and interactive. I'm there to engage with the audience, not just to present. If you're building a programme and want a speaker who will challenge assumptions, spark discussion, and make the abstract real, let's talk.

Advisory

I work with boards and executive teams on technology strategy, platform readiness, and the structural shifts required to compete in an agentic, protocol-native world. Engagements are typically focused on a specific decision or inflection point: preparing for a raise, navigating a pivot, evaluating an acquisition, or rearchitecting for a new market reality.

My role is to bring an external perspective grounded in operating experience. I've been in the room for these decisions as a CTO. I know the questions to ask, the assumptions to challenge, and the realities to prepare for. If you're facing a technology-driven inflection point and want a been-there sounding board, let's talk.

Mentoring

I work directly with CTOs and senior technology leaders, particularly those navigating scale-up environments, listed company pressures, or the transition into a first executive role. These engagements are highly personalised and cover everything from stakeholder management to team building to personal resilience.

The format is conversational and advisory. I share my experiences, both successes and failures. I ask questions to provoke reflection. I offer frameworks for thinking through challenges. But I don't dictate answers. The goal is to empower leaders to find their own way, not to prescribe a path.

I typically have up to 3 mentees at any given time and aim for 90 mins per session on a 4 week cycle.

All mentoring identities and discussions are confidential.

Customer Advisory Boards

I serve on Customer Advisory Boards for technology organisations where I can contribute meaningfully, bringing a scale-up CTO's perspective to product direction, go-to-market strategy, and enterprise readiness.

The role of a CAB member is to provide candid, contextualised feedback. I draw on my experiences as a buyer, implementer, and operator of technology platforms to help companies understand how their products will land in the real world. I'm particularly focused on the unspoken needs and unarticulated challenges that can make or break adoption in complex enterprise environments.

I'm currently a member of the MongoDB global Customer Advisory Board. If you're building a technology product and want a CTO's honest perspective, let's talk.