Most organisations have learning activity. Fewer have learning strategy. The difference is training people versus building capability. It starts with understanding the system your learning needs to serve before designing what goes inside it.

I work with leaders and teams to surface what's driving the performance or capability gap, identify where learning can and can't solve the problem, and design a strategic framework that connects learning investment to organisational outcomes. I use a diagnostic, systems-informed process that gives you clarity on where to focus, what to build, and what to stop.

Drawing on approaches including Double Diamond, service blueprinting, and evidence-informed practice, we work through complexity together rather than flattening it into a standard solution.

You might walk away with: a learning strategy aligned to your organisational context and goals; a clear prioritisation of where to invest; a design principles framework that guides future learning decisions; or a capability map that makes visible what your people currently need to grow.

This work suits HR and L&D leaders, senior team managers, and founders who sense their learning investment isn't working as hard as it should and want to understand why before spending more.

The gap between knowing something and being able to do it is where most learning fails. Closing that gap requires more than good content, it requires understanding how your specific learners think, what motivates them, what gets in the way, and how to design experiences that create the conditions for transfer.

I bring together learning science, design thinking, and ten years of designing for some of the most demanding learner contexts including clinicians in digital health, postgraduate students at a global business school, leaders at Fortune 500 organisations - to create learning experiences that are evidenced, human-centred, and built to work in the real world.

From initial learner research and experience architecture through to content design, prototyping, and build, I work collaboratively with your subject matter experts and stakeholders to translate complex knowledge into learning that has impact.

You might walk away with: learning design blueprint; fully designed and built learning content across digital, blended, or facilitated formats; a learner research report that grounds the design in real insight; or an AI-informed approach to scaling your learning content without losing quality.

This work suits organisations building new learning programmes, teams redesigning existing ones, and leaders who want their learning to do more than exist.

Learning programmes fail in delivery at least as often as they fail in design. Scope creeps, stakeholders pull in different directions, timelines compress, and the learning intent gets lost somewhere between the brief and the build. Senior programme management is about holding the clarity of what the programme is trying to achieve while navigating everything that tries to dilute it.

I lead complex learning initiatives from business case through to implementation and evaluation, bringing both the strategic understanding of why the programme exists and the operational rigour to make sure it works. Having worked across diverse environments, I'm comfortable with the full range of delivery complexity.

I work using agile and iterative approaches, with clear governance and communication structures, and I bring stakeholders and subject matter experts along in a way that builds ownership.

You might walk away with: end-to-end management of a learning programme or portfolio; a clear delivery framework, milestones, and stakeholder alignment; an impact evaluation that demonstrates real-world learning transfer.

This work suits organisations running large or complex learning initiatives, L&D teams who need senior programme leadership, and leaders who want confident delivery.