Board and advisory
I sold SAP consulting services, then spent two decades as the buyer. On a board, that tells you whether the pipeline is real and whether the customer will renew.
Where I add most
Media technology
I ran content platform technology for a major studio until 2026. I know what a studio CTO approves, how procurement works, and how long the sales cycle really is.
Scale-ups with no former buyer on the board. Roadmaps that need testing against how a studio works.
PE-backed technology
Value-creation plans with technology in the critical path: a bolt-on integration, a carve-out, a cost programme. I have delivered all three at scale and can judge whether the plan is achievable.
Sponsors placing a NED with delivery credibility. Boards taking technology risk on trust.
IT services
I have run outsourcing selections, moved people through TUPE and set up an offshore captive. I give the client's view plainly, before the client does.
Leaders who want honest feedback on propositions and pricing from someone who signed the contracts.
Governance
Running something and governing it are different. These roles taught me the second.
Since 2024
Current
Chairing a counselling and therapy charity: strategy, safeguarding, finance and the executive.
Since 2020
Current
Counsel to the founder on strategy, growth and governance, with a global CIO's view of how enterprises buy technology. Appointed at formation.
Previously
Public and charity
Public governor, Salisbury NHS Foundation Trust. Trustee, The Listening Place. Trustee, Salisbury Hospice Charity. Holding an executive to account without running the organisation.
What I am looking for
Deliberately few. Useful to two companies, not decorative on six.