About

I started my career as an engineer, which probably explains something about the way I still approach problems today: understanding how dependencies work, identifying what is getting in the way, and solving practical problems.

My career took me from engineering into commercial strategy and marketing, and then into senior leadership. I spent around 18 years in corporate roles, mainly in telecoms — nine of them leading Marketing at Melita, working across strategy, products, customers, technology integration, commercial performance and organisational change.

For eight years, I was part of the senior executive team, reporting directly to the CEO. That experience gave me an understanding of what it actually feels like to be accountable for decisions inside an organisation — and to see them through.

Because strategy is clear on paper, and execution rarely is. There are competing priorities, personalities, imperfect information, commercial pressures, customers, boards, budgets and deadlines. Good people become misaligned. Important conversations get postponed. Teams work incredibly hard while still feeling that the things that matter most are not moving.

Along the way I also learnt where the real leverage is. Strategy, data and plans all matter — but progress ultimately depends on people: whether they speak openly, whether they align around a choice, and whether they keep moving, or change course deliberately, when obstacles appear.

When I left corporate life in 2024, I knew I wanted to use that experience to help leaders work through exactly these challenges: deciding what matters, making good choices and seeing those choices through. That became Arvoki — three ways of working, depending on what a leader or a team needs: perspective from peers outside the organisation, a structured process for reaching an important decision inside it, and an experienced partner alongside the people accountable for making it happen.