35 years. Four continents. One consistent focus — how you make it actually work.

I spent 35 years at the top of financial services, most recently as Chief Digital and Innovation Officer at Fidelity International — one of the world’s largest privately held asset managers — where I held global accountability for digital strategy, platform delivery, customer engagement and innovation across multiple channels, markets and continents.

Before Fidelity I spent six years as Group Chief Digital Officer at RSA Insurance Group, a 30-country £6bn business, where I built the global digital team from 12 people to over 150 specialists. Earlier I helped scale swiftcover.com from 60,000 to over a million customers at AXA, and led online sales and experience at Direct Line and Churchill — part of the generation that built the foundations of direct online financial services.

I chaired Innovation Councils. I rebuilt outsourced teams into world-class in-house capabilities. I sat at Exco tables making decisions about AI.

I was not the technical architect. I was the person who made the organisation ready to absorb the change, built the right teams to deliver it, and kept the leadership aligned long enough for it to matter.

Technology does not transform organisations. Leadership does.

Most AI strategies will fail — not because the technology is wrong, but because the organisation was not ready to absorb it. Readiness is a leadership problem.

The best external perspective comes from someone with no agenda other than helping you think more clearly. Candour is a service.

The conversations that matter most are often the ones people can’t have inside their own organisation.