AboutI kept finding problems whose causes sat somewhere else.
Across building a company, operating inside one and consulting for another, the pattern became consistent: questioning the stated problem, understanding the system producing it, and working with the people who could change it.
Three positions- Building a companyI learned that what customers asked for was a signal, not a specification. I analysed the demand, identified the pattern beneath it, and turned the insight into a new service that was desirable, feasible and viable, one the business strategy could carry across positioning, pricing and operations.Read the case →
- Inside a companyI found that a diagnosis only mattered once the people who owned the decisions accepted it. I traced the root cause across functions, managed the stakeholders behind it, earned senior leadership's confidence in the diagnosis, and turned it into business recommendations, each with a clear owner, that redesigned the experience.Read the case →
- Consulting for oneI came to see strategy as a set of trade-offs. I structured the problem, tested hypotheses through research and interviews, identified the patterns in how buyers decided, and took the client's leadership through the trade-off, including what it would cost, to redefine where and how the business competed.Read the case →
Background- Engineering — the foundations of structured thinking, analysis and problem solving.
- Business and entrepreneurship — YALI Regional Leadership Centre, Nairobi, including design thinking and a live business challenge guided by Microsoft HQ Nairobi.