I started as an artist. I still think like one.

I've spent more than 20 years in rooms where things were changing: as a practising visual artist, in advertising, mentoring creative businesses, in strategy consulting, in two interim CEO roles, and then as CEO of Mont Marte International, a family-owned consumer products company, where I led a turnaround through a generational succession.

The businesses were different. The pattern wasn't. The hardest part of change was almost never the technology or the plan. It was the fear people weren't naming, the assumption nobody had questioned, the conversation everyone was walking around.

What I got good at was noticing those things and saying them in a way people could hear. That's the work I do now, with leaders one on one, with leadership teams, and with women working out what they want to build next.

Humanise came out of that. It's how I think about what people should keep doing, what they can hand to technology, and what leaders need to get better at as the line between the two moves.