About Me

I’ve seen enough organisations under pressure to know this: most decision failures do not come from lack of intelligence, data, or effort. They come from fear of slowing down, of surfacing disagreement, of owning risk too early.

When speed increases, the real question is not how fast decisions are made, but where thinking happens. I’ve watched teams cut discussion short to look efficient, only to pay for it later through rework, escalation, and late course correction.

In fast, AI-enabled environments, this pattern becomes even more costly.

My work focuses on moving that thinking upstream — making ownership, disagreement, and judgment explicit while it is still cheap to do so. Not by adding process or consensus-seeking, but by helping leaders see where speed is already creating hidden cost.
That is how complex decisions become lighter to carry and far more likely to hold once they scale.