I spent twenty years running my own businesses before moving into large regulated organisations. I owned and built an events management and consulting business from 2003 to 2020, working with clients including the Rugby Football Union, Harlequins, Wasps RFC, England Premiership Rugby, and Sky.
In 2020, I moved into financial services. Since then, I have led programmes inside Westpac, ASB, the University of Otago, and the Wellington Phoenix Football Academy, working as Senior Project Manager, Programme Manager, and Business Director. The work has spanned financial crime, regulatory change, data privacy, technology delivery, and enterprise transformation. Some of it has been quite operational work. Some of it has been large, board-visible, and high-stakes. I have built delivery frameworks, set up enterprise privacy offices, led financial crime programmes, run regulatory change projects, and steered teams of delivery leads, business analysts, architects, and change managers through genuinely difficult environments.
What makes the combination useful is the sequence. Most people who write about transformation in financial services have only ever worked from the consulting or in-house side. Most people who run small businesses never see the inside of a large regulated organisation. I have done both, and the perspective from each side informs how I do the other.
My academic background is in law. I hold a Master of Laws in Fraud and Financial Crime from BPP University, awarded with distinction. That sits alongside four professional qualifications: PMP, CIPM, Prince2, and the PMI Organisational Transformation certification.
What I do
Three areas of expertise.
01 / Delivery and transformation
Programme management, governance, delivery framework design, PMO setup, and the practical work of getting complex change through large organisations. This is what I have spent the last six years doing inside major banks, and what I spent twenty years before that doing in my own businesses, just at different scales. The discipline transfers. The judgement transfers more.
02 / Regulatory change and governance
Designing and delivering programmes against fixed regulatory deadlines, in environments where the cost of getting it wrong is supervisory action and the cost of getting it nearly right is rework. This includes financial crime programmes, privacy programmes, conduct of business changes, and the governance structures that make any of it stick.
03 / Financial crime and compliance
AML, fraud prevention, bribery and corruption, insider dealing, and the failure to prevent framework. The legal background gives the depth; the delivery experience gives the operational lens. The two together are what most regulated organisations actually need.
This site
The articles, guides, and courses here are free. The aim is to make practical knowledge about delivery, transformation, regulatory change, and financial crime accessible — written plainly, without jargon, by someone who has actually done the work.