About me

This is me enjoying the beauty of Svalbard.

“My approach is: if an operating model is not intentionally designed to perform, it will not deliver the outcomes expected of it.”

I’ve spent much of my career dealing with things that don’t quite work as they should.

Operations under pressure. Programmes that deliver something that looks right, but doesn’t hold up once it’s live. Teams working hard, but still fighting the system every day.

What I’ve found is that most of these problems come back to how things have been designed.

If the foundations are wrong, people compensate. Workarounds appear, issues get escalated, controls get layered on. It keeps things moving, but it never really stabilises. You end up managing symptoms rather than fixing the problem.

I focus on getting underneath the function and working out what would make it actually work.

CLM is a function where poor foundations show up clearly. It sits in the middle of everything — clients, risk, operations, and technology — and it has to hold together across all of them. When it works, the organisation runs more smoothly. When it doesn’t, friction is everywhere.

That’s why I’m drawn to CLM. It’s not just a process or a platform. It’s a complex system that has to work.

I’ve seen the challenge from different sides. Running operations, leading programmes, and working on operating model design. That combination of experience means I tend to look at problems in a practical way, looking for what needs to be true for the capability to hold up sustainably once it’s in place.

I’ve also managed teams in environments where things are not easy. Limited resources, high expectations, and no real room for ambiguity. In those situations, clarity and structure matter as well as making sure people can do their jobs properly.

What I’m interested in is leading the design and execution of CLM so it performs properly and becomes a real asset to the bank I am working for.

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