Improving Operational Effectiveness of High-Impact Organisations (pro bono)

As a CTO/CIO with a background in global e-commerce and financial services, I offer independent, pro bono support to organisations working on high-impact problems. I focus on helping leadership teams make clearer decisions, improve execution, and stay effective as they grow and become more complex.

I have spent my career leading technology and organisational change at scale at companies including TUI, Barclays, Sky and T-Mobile. I am currently CTO of The Gym Group, where I lead engineering, product, data, and delivery teams. Much of my work has involved aligning large teams around clear priorities and operating effectively under complexity, ambiguity, and constraint.

Alongside my commercial work, I have been part of the Effective Altruism community for over ten years and am a Giving What We Can pledger. I am hoping to continue to extend my impact by offering my time to a small number of organisations where improving how they operate could meaningfully increase their impact.

My Approach

Effective Altruism has shaped how I think about where time can be most useful and which problems are worth focusing on.

I usually work at a C-level but from outside the organisation, so I can offer an independent view. I am still in a senior leadership role, dealing with these challenges in real time, and bring current experience of scaling teams and operating under growing complexity.

I am doing this because, in some cases, improving how an organisation operates can meaningfully increase its impact. Offering my time in this way feels like a useful complement to giving.

How it works

  • The Commitment: Usually one- or two-hour sessions, held fortnightly or monthly depending on the need.

  • The Timeline: An initial three-month arrangement, with the option to extend to six months or more.

  • Location: Primarily remote, but I am happy to meet in person in London when it makes sense.

Where and how I can help

I work with CEOs, CTOs, and other senior leaders as an external sounding board, especially in periods where growth and complexity are starting to create friction.

I tend to be most useful in a few areas:

  • How the organisation is set up to operate: making sure structures, roles, and ways of working actually lead to progress, rather than slowing things down

  • Pressure-testing decisions: acting as a neutral peer to challenge assumptions and think through important choices

  • Finding what is really slowing things down: identifying the structural or cultural issues that limit execution as the team grows

  • Strengthening technical leadership: Helping move technology to a core part of how the organisation achieves its goals.

Get in touch

If this sounds like something that could make a difference to your organisation, please reach out. I'm always happy to have an introductory, informal conversation to explore if there is a good fit on both sides.