Most executives treat AI as a technology decision. I think it’s an operating model decision — and that’s a different conversation entirely.
I’ve spent twenty-five years redesigning how large organisations work. I started as a software architect in investment banking, helping institutions like Goldman Sachs and Morgan Stanley rethink how capital moves through complex systems. I co-founded and scaled Cognifide into one of WPP’s premier technology businesses. I led technology strategy across one of the world’s largest marketing networks. Today I work as a transformation executive at Omnicom — a $25 billion global enterprise — focused on one question: how do you redesign the machine, not just run it?
That question is what this site is about.
AI is changing the answer faster than most organisations can process. Not because the technology is hard — but because the governance, operating models, and management disciplines needed to match it don’t exist yet. I write about what that actually looks like from the inside: what breaks, what works, and what executives need to be asking before someone else asks it for them.
I’m also a board director, an MSc in AI for Business from Oxford, and a PhD in Software Architecture from Nottingham — which mostly means I’ve spent a long time thinking about how systems work and why they fail.
If you’re navigating AI transformation at an enterprise level, this is written for you.
