Get help. Work better.
Four decades in operations, audit and the classroom. I help organisations build capability that stays after I leave — and I sit in board rooms that need someone who can read an IT, cyber or AI risk report and ask the next question.
Three ways to work together
Teach it. Build it. Govern it.
The same body of knowledge, applied at three different altitudes — in your training room, inside your operation, and around your board table.
Corporate training
Accredited and non-accredited programmes delivered to your teams, in your context, with your incidents as the case studies.
- ITIL 4, COBIT 2019, ISO/IEC 20000
- ISO 27001, ISO 42001 (AI), ISO 22301
- PMP, PRINCE2, PRINCE2 Agile, Lean Six Sigma
- Cloud and technology foundations
Consulting
Implementation and improvement projects: design the process, choose and configure the tool, land it with the people who have to live in it.
- Service management implementation & rescue
- ISO certification readiness and audits
- IT and AI governance using COBIT 2019
- Process improvement, cost and SLA turnaround
Independent director
For listed and growth companies that need an independent voice with genuine technology, risk and assurance depth — not a nominal appointment.
- Audit and Risk Management Committee work
- Technology, cyber and AI risk oversight
- Controls, process assurance and ICFR literacy
- SEBI LODR and Companies Act readiness
How I work
Diagnose before prescribing. Always.
Most failed improvement programmes were sold before anyone looked. Every engagement — training included — starts with a short, paid diagnostic so the design fits the organisation you actually have.
Diagnose
Two to three weeks. Interviews, ticket and incident data, current documents, a look at what the tooling really records. You get findings, not a proposal dressed as findings.
Design
Target operating model, process and control design, roles, measures and the tool configuration that supports them. Sized to what your people can absorb.
Implement
Build it with your team rather than around them, so the knowledge stays in-house. Training is folded in here, not bolted on at the end.
Embed & measure
Audits, service reviews and a handful of measures the board will actually read. Then I step back — the point is that you no longer need me.
Achievements
What the work produced.
A selection. The test I apply to my own work is simple: a year after I left, could the organisation still point at it? Everything below passes that test.
More on how I workCapability that outlasted the engagement
Service management, governance, information security, project delivery and process improvement, delivered to in-house cohorts from service desk analysts through to CIOs. Measured on what changed afterwards, not on exam pass rates.
Carried an operation to ISO 20000 certification
Served as management representative for the certified operation, running the audits, the training and the management reviews, and received a peer award for the contribution to the implementation.
Rebuilt service levels around what the business actually needed
Carried process accountability across an operations team of more than 225 people, and replaced agreements that reported green while customers were unhappy. The harder half was the internal operational agreements the delivery teams had to sign for the new service levels to be achievable.
Established a support practice that clients still ran years later
Help desk, incident management and change management stood up at client sites, with remote access and a knowledge base built so that critical incidents were resolved by whoever picked them up rather than by whoever knew the history.
Quality assurance on programmes that changed what an Indian household could own
Senior inspector on the programmes that first brought colour television and the personal computer within reach of ordinary households, and set up the support network in Mumbai through five third-party sales and service centres.
Credentials
Accredited to teach it, qualified to audit it.
A selection from the current portfolio. Accreditation matters when your people need an exam result at the end — and it matters just as much when a certification body is on site.
Insights
Notes from the practice
Ensure continued business justification: the Emergency Services Network and the milestone that meant nothing
A supplier had been paid for 85 per cent of its contractual milestones by value while the network remained undelivered. Ten years late and still running, ESN is the clearest available lesson in what happens when a business case stops being tested.
September 19, 2026When the outage is national news: major incident management at Rogers and Optus
Two national telecom outages, sixteen months apart, on two continents. Both took down emergency calling. Both had incident teams who could not talk to each other. Neither failed for want of a runbook — and both are now taught by regulators.
September 5, 2026AI-native service management: the six Cs, and the governance ITIL 5 now expects of you
ITIL 5 calls itself AI-native and ships a separate AI Governance certification. Behind the vocabulary sits a question every service desk is about to face: when the assistant gives a customer the wrong answer, who is accountable? A Canadian tribunal has already ruled.
Tell me what is not working.
A training need, a stalled implementation, an audit finding you would rather not see again, or a board seat you need to fill properly. One conversation is usually enough to know whether I am the right person.