Two decades on the inside.
I have spent over two decades in IT services. I have worked across the UK, the Nordics, Spain, Eastern Europe, South America, India and New Zealand — with large service providers like SCC, CDW and T-Systems, and now at Softcat as Global Services Director.
That experience has 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. It is operational rather than theoretical, and commercial rather than abstract.
That sounds like a career summary. It is not meant to be.
What those years have actually taught me is that the IT services industry has built an entire profession around the assumption that better processes produce better outcomes — and then spent decades wondering why technically excellent services still leave people frustrated, confused or ignored.
That question has led me into behavioural science, design thinking, customer journey mapping, value stream analysis. Not as frameworks to adopt wholesale, but as lenses that sharpen how you think about services. A major influence on my thinking is Rory Sutherland's work — 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 a manifesto of its own: software defines the service, humans differentiate it, shift right. Read it in full.
