CONSULTANCY SERVICES

I no longer run a broad consultancy practice. My work today is selective and deliberate, taken on only where the questions are complex, the standards high, and the outcomes long-term.
 

Over the past two decades I have advised in luxury hospitality, travel, technology, and education — sectors where reputation, attentiveness, and structure are not optional but existential. I have worked with global brands and ambitious start-ups alike, shaping service and operations to meet the rising demands of customers, guests, and stakeholders.
 

The engagements I accept are rarely about surface polish. They concern deeper questions: how to align teams around shared standards, how to scale without losing character, how to preserve reputation when growth pressures erode it. My role is to help leaders cut through noise, build resilience, and instil systems that deliver consistently, even under strain.
 

In earlier years, my work encompassed the more tactical elements of service, offshoring, contact centre design, recovery planning, outsourcing partnerships, and competitor analysis. That experience remains valuable, but it now informs rather than defines my practice. Today, I focus more selectively on governance, strategic alignment, and the preservation of reputation.
 

Alongside advisory work, I occasionally accept appointments as a Non-Executive Director. These roles extend the same perspective: bringing independence, clarity, and long-term thinking to boards where governance, identity, and service culture intersect.
 

If your organisation faces questions of this kind, I am open to a conversation.