Idea to Value (Physics)
I'm a sartorial disaster. My friend wasn't — and when strangers asked him to make their clothes, he leapt without once weighing the problems that came with it. On the two sides of every coin, and when not to turn it over.
Idea to Value (Physics)
The summer I worked in a snack packing factory, the hopper filtered out everything that didn't fit — without once checking who'd dropped it in. On why most organisations can't.
Orientation & Direction (Map)
Lost in the Leeds suburbs, I asked a man the way to Horsforth. "I wouldn't start from here," he said. On why knowing where you actually stand is the hardest, bravest step toward where you want to go.
Creativity & Climate (Engine)
A simple calligraphy pen introduced friction, boundaries, and intention into my thinking — not through optimisation, but through boundaries, surface and friction.
Communication (Wiring)
Communication isn't a presentation skill. It's a daily practice — shaped by habits of attention, vocabulary, and clarity of thought. Two low-barrier practices that quietly compound over time: reading and writing.
Orientation & Direction (Map)
Career advancement follows quieter mechanics than most people expect — patterns of behaviour, systemic contribution, and clarity of intent. A practical exploration of the structural forces that actually move people forward.
studio
A reflective Studio note on personal knowledge management, learning systems, and the instruments that help ideas become understanding.
Idea to Value (Physics)
In 1944, the OSS published a manual on how to quietly sabotage organisations. Eighty years later, many of its tactics have become standard corporate practice. Read it and you'll recognise your own workplace.
Communication (Wiring)
Editorial space is infinite. Attention space is scarce. Most organisations get this backwards — publishing more content and creating less understanding. A practical case for designing communication for human attention rather than organisational efficiency.
Communication (Wiring)
The opposite of bravery is not cowardice — it is conformity. In organisations, conformity is often the default. A practical exploration of bravery as a quiet, consequential organisational behaviour.
Communication (Wiring)
A five-part spine for writing a change narrative people can see themselves in - plus free edition of The Department of Interesting Things, the canvas, templates and workshop guide.
Creativity & Climate (Engine)
A long-form photo essay across eight cities and one recurring pattern; why learning to notice is to be human again.