I've spent my career at the intersection of technology and complex organisations
From leading global teams at HSBC to building a digital bank from scratch, I've seen first-hand how technology either accelerates a culture or fractures it.
From leading global teams at HSBC to building a digital bank from scratch, I've seen first-hand how technology either accelerates a culture or fractures it.
I spent nearly two decades at HSBC, eventually leading technology and operations with global reach across 60+ markets with a team of 2,800 people. I lived in Brazil, Mexico, and India along the way — which taught me as much about human complexity as it did about systems.
After HSBC, I became CIO at a digital bank start-up, where we secured a UK banking licence and built something from nothing. That experience — the difference between transformation inside a giant and building from scratch — changed how I think about what's actually possible.
Today, I split my time between client work and education. I teach at MIT, Kellogg, Imperial, and IDEO U — not as an academic, but as someone who's lived through the messy reality of making technology work inside organisations. I work directly with a small number of organisations each year, mostly in sectors where expertise, trust, and accountability matter.
Organisations that already know AI matters and need a sharper way to decide, govern, and deploy it. Focused engagements, each scoped as its own piece, with methods designed to stay with you.
2020 — Present
Working with leaders on AI strategy and organisational change. Teaching at MIT xPRO, Northwestern Kellogg, Imperial College Business School, and IDEO U. Helping organisations decide where AI helps, how to govern it, and how to turn experimentation into working capability.
2018 — 2021
Built a next-generation banking platform. Navigated the regulatory landscape to secure a UK banking licence. Learned what it means to create something from scratch versus transform something that already exists.
1999 — 2017
Nearly 19 years, starting in London and eventually leading global technology and operations from India. Managed teams across 60+ countries, led $4.2B divestment programmes, built data infrastructure, and learned — often the hard way — what it takes to change a large organisation.
I'm based in the UK. When I'm not working, I'm usually renovating something — it's become a habit after a life that's been quite mobile.
I cycle when I can. I completed RideLondon 100 and London to Brighton for Alzheimer's research. I'm currently building a bike from scratch, which is either meditative or maddening depending on the day.
Living in Brazil, Mexico, and India shaped how I approach work — with curiosity, humility, and a deep respect for the fact that what works in one place rarely transfers directly to another.
After all of this, I've learnt that success is not about having the most models or the flashiest demos. It is about knowing what to trust, what to verify, and what to ship. It's an approach I call human-centred AI: designing AI around the people, expertise and accountability an organisation is trusted for — so it amplifies them rather than replacing them.
I work with four to six organisations each year — leaders who are past the hype and thinking about how to build something systematic, trusted, and uniquely their own. If that sounds like where you are, I'd be happy to have a conversation.
Education
I design and lead AI programmes at Northwestern Kellogg and Imperial College Business School, deliver guest sessions at MIT xPRO, and am part of the teaching team at IDEO U. The teaching and the client work feed each other: what I learn from clients shapes what I teach, and what I develop for the classroom sharpens how I work.
I co-designed this eight-week programme and lead it as primary instructor. Senior executives work through strategic frameworks to move beyond experimentation and build enterprise-scale transformation roadmaps.
I lead this six-week programme — running sessions, curating content, and coordinating guest faculty. Practical frameworks for strategy, implementation, and governance covering both generative and agentic AI.
Guest speaker within their twelve-week programme for senior executives. My sessions focus on deploying AI despite its imperfections — when to act, how to design human-AI handoffs, and how to sequence from pilot to production.
Part of the teaching team, facilitating live demos and jam sessions where professionals learn human-centred ways to use generative AI across the design thinking process.
If you're thinking about how to build AI capability across your leadership team — whether through hands-on work or executive education — I'd be happy to have that conversation.
I'm always happy to have a conversation about what you're trying to figure out.
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