Expertise
What I work on
My work today brings together three areas I have worked in directly: running a business, leading HR transformation, and working with the technology behind it.
I present them separately here because it makes the site easier to read. In a real transformation they are almost never separate. A technology choice changes what the HR model can do. An HR decision changes what the data has to support. A commercial decision changes what the programme can realistically deliver.
I ended up in all three by accident more than by design, and it turned out to be the most useful thing about the way I work.
01. Executive Leadership
At Sopra HR I built a regional transformation activity from nothing: deciding what we would sell, finding the first clients, hiring the team and carrying the numbers.
02. Strategic HR Transformation
I work with leaders before an important decision, or when a programme has started to drift and someone needs to work out why.
03. HR Tech and AI
I started out implementing HR systems, interfaces and data. That is still how I look at architecture and AI decisions, with a business and HR question attached.
Why I keep them together
Because the problems arrive together. A CHRO asks me about a target operating model and we end up talking about who owns the employee record. A CIO asks about integration and the real question turns out to be which HR decisions get made locally.
How I go about it is described in the Logician-Engineer Method.
A note on scope
My writing on AI, skills and the future of work sits under Ideas and Speaking and Teaching. It feeds the work, but I do not sell it as a service.
Start a conversation
I am open to selected executive opportunities, strategic assignments, speaking and academic collaborations across EMEA. If any of that fits, write to me.
- Executive and leadership opportunities
- Strategic transformation and advisory
- Speaking and media
- Teaching and academic collaboration