I'm most alive empowering people and teams to lead and manage themselves in savage conditions through hostile terrains...

...places that take us to the very edge of our comfort zones.
Places where conversations go deep and learning gets real.

Whether it's through a whiteout on the Cairngorm Plateau, 'bounding' through the wilds of Knoydart, a desert traverse in the Atlas Mountains, a jungle camp in Belize, or trekking a remote valley in the Himalayas — beautiful, unforgiving terrains that give me a quiet sense of purpose and contentment.

That same instinct — read the terrain, read the people, know when to push and when to hold steady — is what I bring into boardrooms and senior leadership teams. Thirty years of building trust between people when the stakes were real doesn't switch off indoors. When a leadership team is quietly fractured, or a business is wrestling with change it doesn't know how to name, I see the same patterns I've spent a lifetime reading on expedition — and I know how to work them loose.

My work is simple: bring people together, settle the pace, listen well, and move with intent.

A thread runs deeply through Fire Events, Peak Challenge, Kyashar and High Performance Leadership — the four elements of my ecosystem and different expressions of the same aim: helping people think clearly, look after each other and take the next considered step.

Through Fire Events, I bring people and leadership teams together — through shared experience, through facilitated work on trust and team effectiveness, and through the honest conversations that senior teams often need a steady outsider to open up.

Through Peak Challenge, outdoor challenges in the UK and overseas that build resilience and a shared sense of achievement.

Through Kyashar, back-to-what-matters, purpose-led retreats that reconnect people to their values, their Ikigai, their flow and what matters most.

Through High Performance Leadership, the dedicated work I do with boardrooms and senior leadership teams — building trust, reading what drives people under pressure, and working through the honest conversations a stuck team needs to have.

My craft sits at the intersection of adventure, people and purpose... and all guided by the quiet, unrelenting power of nature and the wild places we so dearly desire.

At its core, my work is facilitation — though that word undersells it. I meet teams at every stage of struggle: broken teams trying to find their way back to each other, newly formed teams still working out who they are, underperforming teams coasting on habits nobody's examined in years. My job, in every case, is to challenge them — gently, then less gently — towards something they haven't yet believed they could be.

Most of what sits beneath a team's difficulty isn't complicated once you know where to look. Lencioni's Five Dysfunctions usually tells you within a day where the trust has gone missing, because a team that won't disagree openly is a team that's already given up on honesty. EQi 2.0 does something similar for individuals — it shows a leader, often for the first time, exactly how their own emotions land on the people around them, which is usually the thing they most need to see and least expect to be shown. And because people behave differently once the pressure is properly on, the Strength Deployment Inventory maps what actually drives someone in conflict, rather than what they'd tell you drives them on a good day.

All of this matters more now than it used to, because almost nobody is leading through anything stable any more. Most leaders I work with are leading people through a VUCA landscape — volatile, uncertain, shifting under their feet — and what they need isn't another model, it's inspirational leadership through change that keeps people moving without losing them. Part of that is knowing where a team sits on its own stress curve: pushed too little and nothing grows; pushed too far and wellbeing cracks before performance does. Getting that balance right, consistently, is most of what separates an ordinary team from a highly effective team.

What you can expect is simple. I bring real challenge — not performative push, but judgement that's been tested somewhere it actually mattered — and I hold the space so your people feel safe enough to stretch into it.

Slow a team down, take it outside, and let it speak honestly, and something shifts: trust comes back first, the rhythm settles, and the sense of purpose that got buried along the way tends to resurface too.