ABOUT
I’ve spent more than 20 years working where engineering ambition meets the realities of delivery.
My experience spans R&D, New Product Introduction, multidisciplinary engineering, manufacturing transition, portfolio management and project governance.
A recurring lesson throughout that time has been that a lack of effort rarely causes NPI problems.
They’re more often caused by a lack of clarity.
"Complex projects rarely fail because people are not busy enough."
More often, teams are working hard without a shared view of the goal, the constraints, or the most important decisions to make next.
Why I write
There is no shortage of project-management theory. The harder problem is applying it in real organisations where priorities change, specialist people are shared between projects and commercial pressure encourages teams to move faster than the evidence allows.
I created this site to share practical observations from that environment: what helps, what creates false confidence and what leaders can do to improve the quality of delivery conversations.
Personal note
I'm based in Sunderland, in the North East of England. I'm particularly interested in strengthening the region's engineering and manufacturing community and exchanging ideas with people working on difficult product-development challenges.
The views expressed on this website are my own. They are based on general professional experience and do not represent the views of any current or former employer. Examples are anonymised or composite and do not disclose any confidential information.
Interested in the same challenges?
I use this site, LinkedIn and Medium to share practical ideas about better NPI — particularly the lessons that don’t always appear in project-management textbooks.
If something here reflects a problem you’re dealing with, or you see it differently, I’d genuinely be interested in exchanging ideas.