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Leadership and Work in Practice

A photo of a signpost with the words overlaid - Not All Demand Deserves Action

Why Not All Work Deserves to Be Done

The email arrives at seven minutes past four on a Thursday afternoon. By Monday the work is on someone's board. Nobody qualified it. This is the quiet cost of treating all demand as equal — and the discipline of filtering it against the future you have actually declared you want.

A photo of a derelict caravan with the words overlaid - You Can’t Build the Right Future Without Facing the Present

You Can’t Build the Right Future Without Facing the Present

A compelling future means nothing if you avoid the present. Most organisations solve symptoms instead of causes — this piece explores how to see what’s really getting in the way.

A photo of a desk with text overlaid - think on paper

The Cheap Pen That Changed How I Think

A simple calligraphy pen introduced friction, boundaries, and intention into my thinking — not through optimisation, but through boundaries, surface and friction.

A photo of ascending steps on a wall

How To Climb the Career Ladder Thoughtfully

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.

A photo of an A4 notebook with knowledge and information written in it

Personal Knowledge Management as Practice — Holding Information

A reflective Studio note on personal knowledge management, learning systems, and the instruments that help ideas become understanding.

A derelict caravan

We are sabotaging our own workplaces (accidentally)

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.

A photo of a notebook with the words Editorial Space written in it

Editorial Space vs Attention Space: Why Less Communication Is More Effective

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.