Two decades on the inside.
I've spent over two decades in IT services: the UK, the Nordics, Spain, Eastern Europe, South America, India and New Zealand, with large providers like SCC, CDW and T-Systems, and now at Softcat as Global Services Director.
That's put me on the inside of how technology services actually get sold, designed, built, run and improved, across global enterprise, regulated industries, mid-market and public sector. Operational rather than theoretical. Commercial rather than abstract.
That sounds like a career summary. It isn't meant to be.
What those years actually taught me is that this industry built an entire profession around the assumption that better processes produce better outcomes, then spent decades wondering why technically excellent services still leave people frustrated, confused or ignored.
That question led me into behavioural science, design thinking, customer journey mapping and value stream analysis. Not as frameworks to adopt wholesale, but as lenses that sharpen how you think about a service. Rory Sutherland's work has had more influence on me than most of the industry's, particularly his argument that conventional logic, applied to human problems, consistently produces the wrong answer.
I sit at the intersection of strategy and execution. I care about making sure what an organisation says, what it sells and what it can genuinely deliver all line up.
That thinking now has a name, the Human Operating Model, and an argument of its own: software defines the service, humans differentiate it, shift right. Read it in full.
