I give organisations a clear view of exactly who they have, who they need, and what talent risk they’re sitting on.
And the commercial insight to act on it.
Board-ready talent intelligence. Built by a practitioner.
The Problem
Most organisations have people data.
Almost none have talent intelligence.
The data exists — it's just configured for transactions, not decisions. HR systems capture what happened. They don't tell you what it means, what's at risk, or what to do next. That gap is where boards get surprised, succession plans fail quietly, and good people leave before anyone noticed the signal.
What I Do
Three questions. Your board is already asking them.
01
Know Who You Have
A structured picture of your current talent — capability, performance, potential, and flight risk. Built from your existing data. No new platform required.
02
Know Who You Need
A forward-looking talent map aligned to your strategy. Where the gaps are, what they cost, and what the realistic options are — bring-in, build, borrow, or bot.
03
Know What Risk You're Sitting On
Succession gaps, key-person dependencies, and workforce risk — surfaced before they become a board problem. Delivered in weeks, not months.
The Hidden Number
There's EBITDA in your people. Most boards never see it.
These are the numbers that came out of looking.
About
Practitioner, not consultant. Architect, not builder.
I've spent 30 years building talent functions inside organisations — not advising on them from the outside. At Bally's, Gamesys, Selfridges, Mitie, Veolia, Dalkia, Capital One, and PSC (DSGi), I built the intelligence infrastructure that boards and investors actually use to make decisions about their most important asset.
That experience is designed into totalia now — a methodology that runs the way I would, without needing me in the room every time. It translates raw people data into commercial intelligence, without new software, using what you already have. Configure it once, in days not months — after that, it's instant, and stays current as your organisation changes.
I work with a small number of organisations at any one time. If you want to understand what your talent data is really telling you, start with a diagnostic conversation — or follow the thinking in the newsletter.