I spent eleven years in the military, including special operations work alongside the UK's tier one units. That background shaped how I think about operational structure: clarity of command, defined authority, decision architecture that works under pressure.
After the military I moved into enterprise operations. At HP I managed portfolios worth £750 million. At Capita I delivered £300 million in operational savings. Both roles reinforced the same lesson: when structure is clear, capable people produce coherent outcomes. When it is not, even strong teams drift.
I now work with organisations where leadership has become distributed and the structure has not kept pace. The Structural Readiness Index is the diagnostic I developed to evaluate that condition. The Capital Readiness Structural Audit is how I apply it.
I have seen revenue momentum hide structural exposure — until scrutiny increased. The work I do is designed to surface that exposure before conditions change.