Many professionals offer fractional or interim leadership. What differentiates my work is not the label, but how I engage, where I focus, and the accountability I take on.
I work as a trusted executive partner to Boards, CEOs, and leadership teams, bringing clarity, discipline, and momentum where it matters most, guided by a clear set of principles that define my approach to fractional and interim executive leadership.
6. Calm leadership in pressured environments
I am often engaged where momentum is under pressure, clarity is lacking, or confidence needs to be rebuilt. My leadership style is calm, structured, and evidence-based, helping leaders and teams focus on what matters and move forward with confidence.
This approach is particularly valuable during periods of transition, heightened delivery risk, or organisational change.
I bring hands-on executive leadership experience across a broad range of industries and organisations in New Zealand and Europe, including periods of transformation, transition, and recovery.
This experience underpins a pragmatic, grounded approach to leadership and change, shaped by real accountability and delivery rather than theory or frameworks alone.
5. Hands-on executive leadership experience
I am a people-first leader who understands that sustainable outcomes are delivered through people, not structures alone. I focus on bringing leaders and teams with the change, building understanding, ownership, and confidence rather than relying on mandate alone.
By balancing clarity and challenge with empathy and trust, I help people see their role in the future state and engage meaningfully in delivering it, reducing resistance and supporting change that sticks.
4. People leadership that brings others along
I am often described as a lateral thinker, bringing independent perspectives into leadership discussions and constructively challenging the status quo where existing approaches are no longer serving the organisation.
I surface assumptions, ask different questions, and introduce alternative ways of looking at problems and opportunities, always grounded in evidence, context, and organisational reality. This supports better decision-making, avoids incremental change, and enables more confident choices.
3. Independent and lateral thinking
My work sits deliberately between strategy and delivery. I specialise in translating strategic intent into governed, executable plans, ensuring operating models, programmes, and leadership behaviours support delivery rather than just direction.
This focus helps organisations move beyond planning and into sustained execution, with clarity on priorities, ownership, and progress.
2. Strategy-to-execution focus
I don’t operate at arm’s length. In fractional and interim roles, I take clear accountability for outcomes, decisions, and delivery, working as part of the leadership team rather than as an external advisor.
This means being present in executive discussions, owning decisions, and staying engaged through execution rather than providing recommendations and stepping away.