Workshops & Speaking
Where this works
Rooms I’m asked into.
AI is the current accelerant and I cover it properly — but the underlying subject is people, identity and how organisations get through change well. Everything draws on the wider research and my own doctoral work at the University of Bath, and on my experience of leading teams through change.
Legal leadership teams and partner away-days
A working session that leaves the team with a shared language for the change they’re leading, and a clearer view of what to do next.
Legal conferences and industry events
That want a speaker with something to say about AI and legal work beyond the hype cycle.
Law firms, in-house teams and professional bodies
Building AI capability and future-of-work literacy into development programmes for lawyers and legal teams.
Topics I’m asked for
What we can explore.
Leading through change when you don’t have the answers
For leadership teams, and the managers leading change day to day
How to be honest about uncertainty and still lead with conviction — and what actually helps people move when the ground shifts underneath them.
What we’ll explore
- How to be straight about what you don’t know without losing the room
- What people actually need from a leader mid-change, and what they don’t
- The moves that get people going again when certainty isn’t on offer
Making the decisions you can’t take back
For founders, boards and senior leaders
How leaders think through irreversible calls: restructures, exits, people decisions. What the research says about judgement under pressure, and why the hardest part is rarely the analysis.
What we’ll explore
- A way to separate the decisions you can undo from the ones you can’t
- What the research says about judgement under pressure, and where it reliably fails
- Why the analysis is rarely the hard part, and what actually is
Working with AI without losing yourself
For professionals, firms and professional bodies
What happens to professional identity when the work that made you you can be done by a machine — and how people and organisations adapt well.
What we’ll explore
- What happens to professional identity when the work that defined you changes hands
- Why the most capable people often struggle most, and what that protects
- What adapting well looks like, for a person and for an organisation
Making AI adoption stick
For leadership teams and the people rolling AI out
Why capable people resist new tools, and what actually moves the needle: confidence, practice and permission, not another rollout email.
What we’ll explore
- Why capable people resist new tools — and what that resistance is protecting
- The three levers that actually move adoption: confidence, practice, permission
- What to do in the months after rollout, when the launch energy fades
Thinking differently, working differently
For leaders, HR and people teams, and conference audiences
Neurodivergence at work — lived experience and research, without the platitudes.
What we’ll explore
- What neurodivergence at work looks like beyond the awareness-day version
- The adjustments that change outcomes, and the ones that only look good on paper
- How to build teams where thinking differently is an asset, not an exception
If your challenge doesn’t fit a title above, that’s usually the most interesting brief.
“No, no! The adventures first,” said the Gryphon in an impatient tone: “explanations take such a dreadful time.”
The Gryphon, Alice’s Adventures in Wonderland
Let’s talk about the room.
Tell me what you have in mind, and I’ll tell you whether I’m the right person for it.
