I’m most alive empowering people and teams to lead and manage themselves in savage conditions through hostile terrains — places that take us to the very edge of our comfort zones. Places where conversations go deep and learning gets real.

Whether it’s through a whiteout on the Cairngorm Plateau, ‘bounding’ through the wilds of Knoydart, a desert traverse in the Atlas Mountains, a jungle camp in Belize, or trekking a remote valley in the Himalayas — beautiful, unforgiving terrains give me a quiet sense of purpose and contentment.

That same instinct — read the terrain, read the people, know when to push and when to hold steady — is what I bring into boardrooms and senior leadership teams. Thirty years of building trust between people when the stakes were real doesn’t switch off indoors. When a leadership team is quietly fractured, or a business is wrestling with change it doesn’t know how to name, I see the same patterns I’ve spent a lifetime reading on expedition — and I know how to work them loose.

My work is simple: bring people together, settle the pace, listen well, and move with intent.

Most of what sits beneath a team’s difficulty isn’t complicated once you know where to look. Lencioni’s Five Dysfunctions usually tells you within a day where the trust has gone missing, because a team that won’t disagree openly is a team that’s already given up on honesty. EQi 2.0 does something similar for individuals — it shows a leader, often for the first time, exactly how their own emotions land on the people around them. And because people behave differently once the pressure is properly on, the Strength Deployment Inventory maps what actually drives someone in conflict, rather than what they’d tell you drives them on a good day.

Almost nobody is leading through anything stable any more. Most leaders I work with are leading people through a VUCA landscape — volatile, uncertain, shifting under their feet — and what they need isn’t another model, it’s inspirational leadership through change that keeps people moving without losing them.

What you can expect is simple. I bring real challenge — not performative push, but judgement that’s been tested somewhere it actually mattered — and I hold the space so your people feel safe enough to stretch into it.