Talent and leadership that create value and build what you need next

I work with leadership to get clear on where AI is shifting value, define the capabilities and skills that shift needs, assess the talent you have, build strategies to create talent density and close the gaps at pace.

I develop skills frameworks built around the capabilities your AI-era strategy needs. By replacing fragmented frameworks with one that is embedded through hiring, development and careers, I ensure it translates into improved performance.

Leaders now have to decide without precedent and hold tensions that have no clean answer. I help them think bigger about what AI makes possible, lead the change with conviction and make it safe for their teams to experiment and solve problems creatively. The work draws on assessment against clear success profiles and programmes that build judgement and courage.

I redesign talent reviews and succession for an AI-enabled business: identifying the critical skills and roles that AI is reshaping, building the leadership pipeline when entry-level work shrinks, and making internal mobility the default route to fill them. At Kantar, the share of leadership roles filled internally rose from 30% to 68% over two years, and women in leadership rose from 38% to 42.6%.

I create award-winning academies and programmes that build the capabilities and skills AI makes valuable, as skills now expire in years, not decades. I have experience using apprenticeship funding effectively and using AI to make development more personal and scalable.

I connect it to talent acquisition, moving hiring upstream from filling roles to capability planning, with skills-based hiring and AI used to widen the funnel and take bias out. I also connect it to reward and performance, from aligning pay with performance to executive pay design with boards and investors.