Leadership & Governance Architecture

Former Global Senior Leader within a Fortune 500 Multinational Operating in High-Risk, Complex Systems

At age 32, I was headhunted into the oil and gas sector to stabilise and redesign a complex global commercial operation supporting fleet fuel card fulfilment across international markets. The division operated at material global scale within the organisation’s retail portfolio.

Selected for my track record in operational excellence, supplier governance, commercial loyalty strategy, and customer relationship management, I went on to design and implement a Global Operational Excellence Service Model — independently audited and recognised as best in class — which became the organisation’s framework for supplier and service governance across 35 global operating units.

Within seven years, I progressed to directorship level.

I was subsequently appointed Global Contract Manager for one of the organisation’s largest outsourced transformation programmes — a 10-year, $350m strategic agreement — holding single-point accountability for end-to-end commercial and operational governance across multiple markets.

The mandate required structural redesign without destabilising live operations — ensuring continuity, compliance, and commercial protection at scale.

What I learned — and repeatedly demonstrated — is this:

Complex systems do not fail because people lack effort.

They destabilise when governance loses coherence.

Today, I work with boards, founders, and senior executives to restore that coherence:

• At leadership level

• At structural level

• At relational level

This is not behavioural coaching.

It is governance architecture.

work at the point where leadership strain becomes structural risk, restoring coherence so complex systems perform as intended. 

When pressure, pace, and politics begin to erode clarity, information flow, and accountability, most organisations respond with more strategy, more reporting, or more pressure.

That rarely solves the problem.

The issue is usually architectural.

I have led global transformation and delivered operational excellence, inside high-risk, high-scrutiny environments. 

I understand:

• Regulatory scrutiny

• Political complexity

• Cross-functional fragmentation

• Reputation risk

• Performance expectations

I also understand what stabilises systems — and what quietly destabilises them from within. 

What I have learned is that performance improves when coherence returns. 

I do not redesign systems from scratch. 

I restore coherence between leadership, structure, and relational authority — so systems stabilise and perform sustainably, without burnout or concealment of risk.  

Operational excellence is not created by pressure.

It is created by conditions.

My work focuses on redesigning those conditions.