top of page

I spent a long time in the corporate world working for some of the biggest names in industry. Over that period I ran global operations for a consulting company, helped manage $billion transformation programmes, created new ways of working within government departments, implemented process optimisation strategies within manufacturing companies and even accelerated counter espionage measures within one of the worlds largest banks. I earned great money, had a big house, cars, holidays, a gorgeous wife and all the trappings we are told demonstrate we are successful in life.


But that's not the full story. The truth is that while everything looked great on the surface, I was suffering in silence underneath it  - addicted to prescription painkillers, drinking heavily, behaving callously and selfishly towards family, friends, colleagues, hurting people who didn't deserve it and ultimately on a path of self destruction that led to me attempting to take my own life in a London hotel room.


The sad reality is that the pressure of consistently achieving annual targets and working within an aggressively competitive workplace all too often leads to employees feeling obligated to ignore the signs of stress and breakdown. Whilst committing themselves wholeheartedly to meeting the expectations of their employers and peers, the counterweight is often a deteriorating personal life, a reduction in physical health, an increase in impulsive and erratic behaviors and inevitably the onset of mental health conditions.


This is what I refer to as "chasing the illusion of success", in essence, allowing someone else to define what success means to you.


I am dedicated to helping companies and employees find new ways of working that instill a culture of support and care whilst simultaneously improving productivity, resilience and retention. I regularly speak at corporate events and attend internal meetings using relatable experiences, anecdotes, exercises and proven practices to show organisations and teams that it really is possible to create an environment where employees feel aligned to their employers goals while their employer feels aligned to their employees well-being. The two elements do not have to be in opposition.

bottom of page