I work as a consultant helping Improve Business Processes - that is both processes and getting the most out of your staff, whether that be you or the people you have hired. I enjoy both the Strategic Review and the nitty-gritty of making the improvements happen.

I am passionate about making things work better. Although thinking and planning before you start on something is absolutely crucial - delivery is everything.

Before becoming a consultant, I worked for 23 years as a solicitor. I built up a £4.5m turnover business and ran a department of 60 staff. I dealt with all the aspects you would expect : strategic planning in a fast changing sector, business plans, HR (hiring, firing), appraisals, mentoring, training, coaching), quality and risk management, regulatory compliance, the financials, getting business, restructuring the business and managing relationships with suppliers & business partners in the legal, marketing, insurance and medico-legal sectors. A key area of importance to me was understanding, documenting and improving the processes involved in making the business more profitable, whilst improving the level of service to the clients.

Ensuring that you harness and use technology to it's full potential is important if you are to maximise your chances of meeting your goals. I worked closely with IT to design and implement new case management systems (Norwell Prescient and then some years later eclipse Proclaim), in the latter situation handling this not just for my department but across all 8 practice areas of the company.

I have applied the 'Theory of Constraints' in my work and have also used some of the methodology of 'Six Sigma'.

Before working as a solicitor I worked as a Progress Chaser at a manufacturing company AGI (before they were taken over by Landis & Gyr) who made technical instruments for the armed forces. I also did several spells working for Sweet & Maxwell, legal publishers who are part of the Thomson Reuters group.