How I work
Growth creates complexity whether you plan for it or not.
As companies scale, ways of working that once felt intuitive stop holding.
Decisions slow. Ownership blurs. Pressure concentrates in the wrong places. Founders feel it first but teams feel it everywhere.
Most of the time, this isn’t a people problem. It’s a human systems problem.
I help organisations design human operating systems the practical, lived ways work actually gets done so growth doesn’t come at the cost of people, performance, or trust.
This is not traditional HR. It’s systems thinking, applied to humans, so growth doesn’t break the people doing the work.
Sustainable scale depends on three systems staying aligned:
Governance (how decisions get made)
Technology (how work flows)
People systems (how teams experience responsibility, autonomy, and belonging)
When the people system is under-designed, everything else strains.
My work focuses on making that system visible, intentional, and fit for what’s next.
My belief
At the centre of this approach is my Human Operating Blueprint a structured sprint that helps leadership teams see where work is slowing down, why decisions are getting stuck, and what to adapt first so growth doesn’t rely on heroics.
This method is how insights become action. The Human Systems Architecture Method guides the work I do, and the Human Operating Blueprint is the focused engagement that brings it to life for your team diagnosing the system, fixing a core bottleneck, and creating a roadmap for what comes next.
The Human Systems Architecture Method
These steps describe the way the Human Operating Blueprint engagement works, focused, practical and built to surface real bottlenecks you can act on within a 90-day cycle. We diagnose broadly, then focus deeply on the highest-impact opportunity before moving into embedding behaviours that support lasting change.
Discovery & Pattern Spotting
1
We start by understanding what’s happening, not what’s written in decks or process docs.
This includes interviews, pattern spotting, and targeted questioning to surface friction, duplication, and invisible labour.
Outcome: clarity on where energy is leaking and why.
Together, we define the real problem to solve and just as importantly, what not to tackle yet.
This prevents over-engineering and keeps focus on what will unlock the most momentum.
Outcome: a clearly scoped challenge aligned to current business priorities.
2
Problem Definition & Scope
We identify:
Bottlenecks
Decision points
Ownership gaps
Invisible labour
Outcome : a visible map of friction, risk, and opportunity.
3
Experience Mapping
Solution Design & Prioritisation
4
We explore options, not assumptions. We design and test practical solutions, we then prioritise what will deliver the most impact with the least drag.
Outcome: a realistic, prioritised backlog, not a wish list.
Embed & Evolve (customised)
5
I support leaders to embed new ways of working into habits, rhythms, and expectations, adapting as the organisation continues to grow. However, meaningful change requires repeatable habits and time, therefore one priority focus area is taken through design, implementation and behaviour embedding during this engagement. Other challenges uncovered during discovery are captured in your Human Operating Backlog a clear, prioritised roadmap for what to address next.
Outcome: change that holds under pressure, not just on paper.
This method comes to life inside the Human Operating Blueprint a focused sprint designed to create clarity, momentum, and shared ownership across teams. It reduces people risk, and gives leaders confidence that growth is supported by systems, not held together by individuals.
