Advisory
I sit on the
hard side of the table.
I spent twenty years inside HSBC and left as Global Head of Innovation, which means I know exactly how an emerging technology dies inside a large institution — quietly, in a steering committee, for want of a sponsor. So that is the part I take on. I advise boards and executive teams on quantum, AI and cybersecurity: what to act on now, what to prepare for, and what to leave alone.
How I work
Insight, then execution.
- 01
Board and non-executive seats
Corporate director, non-executive director, advisory board chair. A real seat with real accountability — QuEra Computing, Digital Futures — not a name on a website.
- 02
Senior advisory
Strategic guidance to clients and consulting teams at McKinsey, Mitsubishi and Bain: shaping high-impact strategies, supporting the case work, and connecting the room to the networks that move it forward.
- 03
Teaching the strategy
A six-step framework for enterprise quantum adoption — why it matters now, securing sponsorship, setting strategy, mobilising the organisation, experimenting, then scaling. Delivered to executives through MIT xPRO and the University of Oxford.
What fits
Where the experience compounds.
Deep tech meeting the enterprise
Quantum computing, post-quantum cryptography, quantum sensing, AI and cybersecurity — companies whose hardest problem is not the technology but getting a conservative institution to adopt it.
Regulated industries
Financial services above all. Three decades of risk, compliance and transformation work means I understand the constraint that shapes every decision — and how to build a programme that survives it.
Teams that want the uncomfortable read
The value of an advisor is the thing nobody in the room wants to say. If you want validation rather than judgement, we will both be disappointed.
I take on a small number of board and advisory relationships at a time, and only where I think the experience genuinely moves the needle. If that sounds like what you need, let’s talk.