Writing from the trail. Essays on digital leadership, AI assurance and the small, telling moves that separate a new executive from a newly-appointed one.
AI risk cannot be judged in the abstract. Organisations should assess AI in context, use NIST’s seven characteristics, and make appraisal a collective exercise rather than a solo compliance check.
Every newly-appointed executive pictures the first board meeting as an arrival. It is, in fact, a survey — the room is reading you far more carefully than you are reading the room. A short essay on what to cut from the agenda, what to add, and the three lines you must not ad-lib.
On the seductive honesty of "I inherited a mess", the subtle arrogance of "we're going to do things differently", and the political naivety of "let me bring you in as soon as I know more."
And why executives who conflate the two end up over-engineering one and under-governing the other.
Three days of executive sessions with a regional bank. One observation that surprised both of us.
Fewer slides, more sentences. A short, technical essay on writing for the chair — not the committee.
The most expensive mistake a new executive can make is to fall in love with a platform before they fall in love with their operating rhythm.
Why the first act of leadership is deciding which parts of what you inherited belong to your mandate — and which parts quietly do not.
A working list, distilled from forty boardroom conversations. None of them require technical expertise; all of them reveal whether the programme is ready to be signed.
On spending two hours in a room with an incoming CIO and saying almost nothing.
The four most common, why chairs ask them, and the posture a new executive should take — in the room, before the minutes are written.
A short note on carrying yourself in the first weeks — and the difference between being seen and being listened to.
Three habits, practised over two hundred panels, that let you steer a room you walked into that morning.
This article discusses how to promote collaborations between people in (IT&Business) teams. With the aim of using human capital smarter and more effectively.
A short letter every other week — one essay, one field note, one small observation worth keeping. No advertising, no reposts.