Engagement Queue

The future of work conversation makes me uncomfortable sometimes, and I think we should talk about why. We spend a lot of time discussing AI productivity gains and skills of the future. We spend much less time talking about who gets left behind in the transition and how we support them. I work with organisations across the UK on workforce planning. The most forward-thinking ones are not just asking what skills they need in five years. They are asking how they invest in the people they have today to close that gap. Reskilling is not just good ethics. It is good business. Attrition is expensive. Institutional knowledge is irreplaceable. If your AI transformation plan does not include a people transition plan, it is not finished yet. #futureofwork #aitransformation #ukbusiness

Starting a business in the UK in 2024 is genuinely easier than it was ten years ago, and harder at the same time. Easier because: cloud accounting, open banking APIs, AI bookkeeping tools, instant company formation, and remote-first talent pools. Harder because: customer expectations are higher, competition is global from day one, and the cost of getting your financial controls wrong early is steeper than ever. I see a lot of early-stage founders treating accounting as an afterthought. In my experience it is actually one of your earliest competitive advantages if you get it right. Clean data, accurate forecasting, and real-time visibility mean faster and better decisions. Founders: what financial tool or practice do you wish you had adopted sooner? #ukbusiness #accountingtechnology #aitransformation

We spent six months building the perfect AI strategy document. Then we spent three months arguing about it in governance meetings. Then someone on the operations team quietly built a small AI tool to handle supplier query routing in two weeks and saved us 200 hours a month. The lesson we took from that experience is that AI transformation does not start with a strategy deck. It starts with a curious person, a real problem, and permission to try. Now we run internal AI sprint challenges every quarter. The ideas that come out of the frontline consistently outperform the ones from the boardroom. Are you building AI transformation top-down or bottom-up? Both have a role. #aitransformation #futureofwork #ukbusiness

The most common Agile anti-pattern I see in UK businesses right now? Doing the ceremonies without doing the thinking. Daily standups that are just status updates read out loud. Retrospectives where nobody says anything honest. Sprint reviews where the product owner never actually shows up. Agile is a mindset before it is a process. If you bolt the rituals onto a command-and-control culture, you just get slower waterfall with more meetings. The teams I have seen transform genuinely invested in psychological safety first. Everything else followed. What is the Agile anti-pattern you see most often? Be honest. #agile #futureofwork #projectmanagement

We just completed our first fully AI-assisted month-end close. What used to take my team 8 working days now takes 4.5. The AI handled transaction matching, flagged anomalies for human review, and drafted the first pass of our management accounts narrative. Important caveat: my team still reviewed every output. AI caught things we would have missed. We also caught things the AI got wrong. The lesson is not that AI replaces finance professionals. The lesson is that finance professionals who understand AI will replace those who do not. Investing in upskilling the team has been the best decision we made this year. #accountingtechnology #aitransformation #ukbusiness

Hot take: PRINCE2 and Agile are not enemies. I have delivered over 40 programmes in the UK public and private sectors. The ones that struggled were almost always the ones that swung too hard in one direction. PRINCE2 gives you governance, accountability, and a clear business case. Agile gives you flexibility, iteration, and fast feedback loops. PRINCE2 Agile as a combined framework exists precisely because the real world is messy and no single methodology fits every context. If you are still arguing methodology purity in 2024, you might be missing the point entirely. What is your experience blending structured and agile approaches? #prince2 #agile #projectmanagement

Three years ago I was drowning in status reports, chasing stakeholders for updates, and spending half my Fridays building decks nobody read. Now my team uses AI-assisted project dashboards that pull live data, flag risks automatically, and draft stakeholder summaries in seconds. The result? I spend 60% more time on actual decision-making and relationship building. Project management is not disappearing. It is evolving. The PMs who will thrive are the ones who treat AI as a force multiplier, not a threat. What tool or process change has saved you the most time this year? Drop it below. #projectmanagement #aitransformation #futureofwork

Running a small consultancy in the UK right now requires a particular kind of resilience. Rising operating costs, longer sales cycles, and clients who are cautious about spend but still need results. I will not pretend it has been easy over the last 18 months. What has kept us going: a brilliant small team that genuinely cares, a commitment to only taking on work we can do brilliantly, and a network of fellow founders who are honest about the hard days as well as the good ones. If you are a UK SME owner finding it tough at the moment, you are not alone. The community here is one of the genuinely good things about LinkedIn. #ukbusiness #sme #founders #consulting

AI-assisted reconciliation has cut our month-end close from 9 days to 4. I want to be transparent about what that actually means in practice: the technology handles high-volume, rule-based matching with impressive accuracy, but our finance team spends more time now on exceptions, judgement calls, and process improvement than ever before. The narrative that accounting technology replaces accountants misses the point. It elevates the role. The mundane work reduces. The strategic work increases. If your team is not already exploring what automation can do for your close process, now is a very good time to start that conversation. #accountingtechnology #fintech #automation #finance

I passed my PRINCE2 Practitioner exam in 2009 and honestly thought I knew everything about project governance. Then I spent three years delivering complex programmes in the public sector and realised the qualification gives you a language and a framework, but experience teaches you when to adapt it. PRINCE2 7 has made real strides in acknowledging that delivery is rarely linear. The updated guidance on tailoring and the stronger focus on sustainability are genuinely useful additions. If you are considering the update from PRINCE2 2017, I think it is worth the investment. Has anyone else made the transition recently? What was your experience? #prince2 #programmemanagement #projectdelivery

Certified Agile practitioners sometimes make the worst Agile teams. There. I said it. When the certificate becomes the goal, the mindset gets left behind. I coached a team last year that could recite the Scrum Guide word for word but had not spoken to an actual user in four sprints. Agile is not a process you follow. It is a way of thinking that puts learning and customer value at the centre of every decision. The ceremonies and frameworks are just scaffolding. Tear them down if they stop serving you. What has been your biggest Agile learning moment? #agile #scrummaster #productmanagement

Hot take: the four-day week debate is missing the point entirely. The real question is not how many days people work. It is whether the work they do is purposeful, well-resourced, and fairly rewarded. I have seen burnt-out teams on a four-day schedule and energised teams working five days with autonomy and clear goals. Flexibility matters enormously, but it is not a substitute for trust, investment in people, and genuine psychological safety. What does 'good work' look like in your organisation right now? #futureofwork #employeeexperience #workplaceculture

We ran an AI readiness assessment across 40 mid-market UK businesses last quarter. The results were sobering. Only 18% had a documented data governance framework. Only 31% had assigned clear ownership of AI-related decisions. Yet 87% said AI was a 'strategic priority' for the next 24 months. The gap between aspiration and infrastructure is the real transformation challenge. Buying a tool is easy. Building the foundations to use it responsibly is the hard work nobody wants to budget for. Happy to share the full report with anyone interested. Drop a comment or DM me. #aitransformation #datastrategy #ukbusiness

After 12 years in project delivery, the biggest lesson I keep relearning is this: scope creep does not announce itself. It sneaks in through 'just a small change' requests and 'quick additions' that each seem harmless in isolation. Three things that have genuinely helped my teams: 1) A rigorous change log reviewed weekly, not monthly. 2) A sponsor who actually reads the risk register. 3) Honest conversations early rather than polished updates late. What is your number one defence against scope creep? Drop it below. #projectmanagement #leadership #delivery

Six months since launching my own consultancy and here is what nobody told me. The hardest part of going independent is not winning clients or delivering the work. It is building operational infrastructure while simultaneously trying to grow a pipeline. Contracts, IR35 assessments, professional indemnity insurance, invoicing, cash flow forecasting. All things that were invisible to me when I was inside a large organisation. My advice to anyone considering the leap: spend at least four weeks before you leave setting up your back office. Use a proper accounting platform from day one. Get a good accountant who understands the freelance and consulting market. And build three to four months of runway before you hand in your notice. The freedom is absolutely worth it. Just go in prepared. #ukbusiness #futureofwork

Our finance team closed last quarter in four days. Two years ago it took eleven. The difference is not headcount reduction or working weekends. It is a combination of continuous accounting principles, automated reconciliation, and connecting our ERP directly to our consolidation platform so data flows without manual intervention. The human effort is now focused almost entirely on interpretation and decision support rather than data wrangling. Accountants are doing accounting, not data entry. I know not every finance function is ready for this level of integration but the direction of travel is clear. What is the single biggest bottleneck in your period-end process right now? #accountingtechnology #aitransformation

Just passed my PRINCE2 Practitioner exam after 14 years of delivering programmes without a formal qualification. Honestly I was sceptical going in. I thought it might feel academic compared to the reality of managing complex public sector programmes. I was wrong. What struck me most was how the framework codified things I had learned through painful experience: the importance of defined roles and responsibilities, the value of exception reporting so senior stakeholders only escalate what truly needs their attention, and the discipline of lessons learned as a genuine input rather than a box-ticking exercise. If you are on the fence about formalising your PM credentials, it is worth the investment. The structured language alone improves stakeholder communication significantly. #prince2 #projectmanagement

Unpopular opinion incoming: most organisations that say they are doing Agile are doing a process called Agile. There is a difference. Real agility means shortening the feedback loop between a decision and learning whether that decision was correct. It means being willing to throw away two weeks of work if the data tells you to. It means psychological safety at the team level so people can raise blockers without fear. Ceremonies and boards and velocity charts are tools. They are not the destination. I have seen teams with textbook Scrum processes that are completely unable to respond to change, and teams with almost no formal process that pivot faster than anyone. What does genuine agility look like in your organisation? #agile

The conversation about hybrid work keeps circling back to the same debate: office versus home. I think we are asking the wrong question entirely. The more useful question is: which tasks genuinely benefit from synchronous colocation, and which are better done in deep focus elsewhere? When organisations map their workflows honestly against those two categories, the right hybrid model usually emerges naturally without a top-down mandate. I have run this exercise with teams in financial services, logistics, and professional services. The answers are always different. There is no universal answer. There is only the right answer for your team and your work. What framework does your organisation use to make those decisions? #futureofwork

Honest reflection after 18 months leading AI adoption programmes across five enterprise clients: the technology is rarely the hard part. We have deployed LLM-assisted document review, predictive resource planning tools, and automated anomaly detection across finance functions. In every case the biggest friction was people and process, not the model itself. Change management now accounts for roughly 40% of our project budget on AI rollouts, up from almost nothing two years ago. If your AI transformation plan does not have a robust adoption and culture workstream, you are building on sand. Happy to share our framework for anyone working through this. Drop a comment or message me directly. #aitransformation

Three years ago I was managing projects almost entirely in spreadsheets and email threads. Today our team runs fully hybrid delivery cycles with integrated risk dashboards and real-time stakeholder reporting. The tools have changed dramatically but the fundamentals have not. Scope, time, cost, quality. Those four pillars still determine whether a project succeeds or fails. If you are early in your PM career, invest in understanding the principles before chasing the latest tool. The tools will keep changing. The principles will not. What foundational habit has served you longest in project delivery? #projectmanagement

Running a 45-person tech consultancy in the UK right now is genuinely exciting and genuinely challenging in equal measure. On the exciting side: demand for AI integration projects has tripled in 18 months. Clients are more open to experimenting than ever before. On the challenging side: skills gaps are real, project timelines are still being underestimated, and managing client expectations around AI capabilities requires constant honesty. We are not at a point where AI replaces strategic thinking. It augments it, when implemented well. If you are a founder in a similar position, I would love to connect and compare notes. This is a strange and genuinely interesting moment to be building something. #ukbusiness #aitransformation #futureofwork

AI-assisted audit and accounts preparation is moving faster than most finance teams are ready for. I have spent the last quarter helping clients evaluate tools that use large language models to draft narrative disclosures, flag anomalies in ledger data, and automate reconciliation tasks that used to take days. The compliance questions are real and still evolving. But the efficiency gains are also real. One SME client cut month-end close from 12 days to 4 days in under six months. My advice for finance leaders: do not wait for the perfect regulatory guidance before experimenting in a controlled way. Pilot small, document everything, and build your team's confidence gradually. #accountingtechnology #aitransformation #ukbusiness

Just supported two colleagues through their PRINCE2 7 certifications this month and it got me reflecting on how much the framework has evolved. The updated version places much greater emphasis on sustainability, wellbeing, and digital delivery, which reflects where projects actually live today. I started my career thinking PRINCE2 was rigid and bureaucratic. Fifteen years in, I think it is only as rigid as you make it. The principles are genuinely useful scaffolding, especially for governance-heavy environments like public sector and financial services. Have you used PRINCE2 7 in a live delivery context yet? Curious what adjustments you made in practice. #prince2 #projectmanagement #ukbusiness

Controversial take incoming: most organisations that say they are 'doing agile' are actually doing waterfall with shorter reporting cycles. True agility requires psychological safety to say a sprint goal is wrong. It requires empowered teams that can actually change direction. It requires leadership that values learning over looking good in a RAG report. I have worked with teams across the UK and Europe for 12 years. The ones that genuinely embed agile principles outperform their peers on delivery speed AND team retention. The methodology is not the hard part. The culture is. Happy to chat to anyone working through this. #agile #projectmanagement

I want to push back gently on the narrative that hybrid work is 'settled.' Across our organisation we are still seeing significant variation in how different teams experience flexibility, and that inconsistency creates real equity issues. A senior leader with a home office and fibre broadband has a fundamentally different hybrid experience than a junior analyst sharing a flat with three people. The future of work conversation needs to include infrastructure, equity, and access, not just policy headcount numbers. What steps is your organisation taking to level the playing field? #futureofwork #ukbusiness

Excited to share that our team just wrapped up a six-month AI readiness assessment across 12 mid-market UK businesses. Key findings that surprised us: 1. Data quality was the blocker in 9 out of 12 cases, not budget or leadership buy-in. 2. Teams with existing agile practices adopted AI tools significantly faster. 3. The biggest ROI came from internal process automation, not customer-facing applications. AI transformation is not a technology problem. It is a data hygiene and culture problem first. Happy to share the anonymised benchmarking report with anyone interested. Drop a comment below. #aitransformation #ukbusiness

Three years ago I was managing projects with spreadsheets, sticky notes, and weekly status emails that nobody read. Today our team runs fully integrated digital dashboards with real-time RAG status across 40+ workstreams. The biggest lesson? Technology is maybe 20% of the transformation. The other 80% is getting people to actually trust the data in front of them. Change management is still the hardest part of any digital project rollout. What has your experience been when rolling out new PM tooling to resistant teams? Would love to hear what worked. #projectmanagement #futureofwork

Running a small UK consultancy for eight years has taught me a lot about resilience, but the last eighteen months have been a genuine masterclass. Rising operating costs, slower client decision-making cycles, and a talent market that remains competitive even as the broader economy cools. What has kept us steady: 1. Doubling down on long-term client relationships rather than chasing new logos 2. Being honest with clients about what we do brilliantly and referring out what we do not 3. Investing in our team's development even when the budget felt tight Small businesses in the UK are remarkably adaptable. I see it every week in my network. The instinct to protect culture, quality, and people when things get hard is what separates the businesses that come through stronger. Would love to hear from other founders and MDs about what has kept your business grounded through the uncertainty. #ukbusiness #futureofwork #leadership

We migrated our entire accounts payable function to an AI-assisted platform last quarter. Twelve weeks in, here is an honest update. What worked well: - Invoice matching accuracy improved significantly, reducing manual exceptions by around 60% - Month-end close shortened by two days - The team now spends more time on supplier relationship management and query resolution What was harder than expected: - Data cleansing before go-live was far more time-consuming than scoped - Staff training needed more time and support than initially allocated - A handful of complex supplier contracts required manual intervention the system could not handle Overall, a positive outcome. But anyone considering a similar move should plan generously for the data and change management phases. That is where projects like this are won or lost. #accountingtechnology #aitransformation #ukbusiness

I passed my PRINCE2 Practitioner exam in 2011 and at the time thought I had learned a methodology. Over a decade of delivery has taught me that PRINCE2 is actually a thinking framework. The value is not in following the process steps. It is in the questions the process forces you to ask. Is there continued business justification? Does everyone understand their role? Are we managing by exception or are we escalating everything? I have seen PRINCE2-certified teams deliver chaotic projects and non-certified teams deliver beautifully structured ones. The qualification opens doors. The mindset is what delivers outcomes. If you are preparing for the exam, invest just as much time understanding the 'why' behind each principle as you do memorising the themes and processes. #prince2 #projectmanagement #ukbusiness

Hot take: most teams are not doing Agile. They are doing Scrum ceremonies inside a waterfall mindset. The retrospective gets cancelled when things get busy. The sprint backlog is handed down from above rather than owned by the team. The definition of done is vague enough to mean almost anything. Agile is not a set of meetings. It is a commitment to inspect, adapt, and continuously improve. Strip that out and you are left with an expensive overhead that frustrates everyone. If your organisation is struggling to see value from Agile adoption, I would encourage you to look less at whether the ceremonies are happening and more at whether the values are genuinely embedded. Happy to share some practical diagnostics if that would be useful. Drop a comment or message me directly. #agile #projectmanagement #futureofwork

The future of work debate often centres on automation replacing jobs. I think we are asking the wrong question. The more useful question is: what happens to the time and energy people get back when routine tasks are automated? How do managers help teams redeploy that capacity toward judgment-intensive, creative, and relationship-driven work? We ran a pilot with one of our operations teams, automating roughly 40% of their reporting workload. Within three months, the team had redesigned two client-facing processes and reduced complaint resolution time by a third. Automation created the space. The team filled it with something better. Leaders who are intentional about this transition will unlock far more value than those who simply cut headcount and move on. #futureofwork #aitransformation #leadership

We just completed a 90-day AI readiness assessment across a mid-sized UK manufacturer and the findings were eye-opening. The technology was rarely the blocker. The real barriers were: - Data sitting in siloed legacy systems with no integration layer - Teams unsure of who owned AI governance decisions - A skills gap that no single training course was going to close Organisations that treat AI transformation as a technology project will struggle. Those that treat it as a people and process change programme, supported by technology, tend to make genuine progress. If you are starting your AI journey in 2025, invest in your data foundations and your change management capability before you invest in the model. #aitransformation #futureofwork #ukbusiness

Three years ago I inherited a programme that was six months behind schedule, had no clear owner, and a stakeholder list nobody had updated since kick-off. Here is what turned it around: 1. A single source of truth for the RAID log, visible to everyone 2. Weekly 15-minute stand-ups replacing the two-hour monthly review nobody read 3. Honest conversations with sponsors about scope, not just status No magic tool. No expensive consultancy overhaul. Just discipline and transparency. The programme delivered on time and under budget six months later. What is the single change that has had the biggest impact on a struggling project you have worked on? Would love to hear your stories below. #projectmanagement #agile #leadership

Spoke at a roundtable for UK founders last week and the same theme kept emerging: scaling is hard, but scaling sustainably is genuinely difficult. Growing from 10 to 50 employees is where many small businesses hit their first serious operational wall. The informal communication that worked brilliantly at small scale suddenly breaks. Decisions slow down. Culture gets diluted without anyone intending it to. The founders navigating this best were not necessarily the ones with the most funding. They were the ones who had thought deliberately about: - How decisions get made as the team grows - What values they were non-negotiable about protecting - When to hire for experience vs. potential Growth is a leadership challenge as much as a commercial one. If you are in that 10-50 stage right now, what has been your biggest unexpected challenge? Would love to compile some honest perspectives. #ukbusiness #smallbusiness #entrepreneurship #scaleup #founderstories

The accounting profession is changing faster than most finance leaders I speak with are comfortable admitting. Automated reconciliation, AI-assisted audit sampling, real-time management reporting. These are not future concepts. They are live in forward-thinking practices right now. The firms and finance teams that will thrive are those treating technology literacy as a core professional competency, not an optional extra for the IT-minded among us. That means CFOs who understand what their automation tools can and cannot do. It means finance graduates who are as comfortable with data visualisation as with double-entry bookkeeping. The numbers still matter enormously. But understanding the systems generating those numbers is now equally important. How is your finance function investing in technology skills this year? #accountingtechnology #cfo #fintech #ukbusiness #digitaltransformation

I passed my PRINCE2 Practitioner exam last month after years of working informally in project environments. Here is my honest reflection. The methodology is more flexible than its reputation suggests. People often think PRINCE2 means mountains of documentation and rigid process. In practice, the principle of tailoring to suit the project environment means you can scale it sensibly for a six-week internal project or a two-year programme. What I found most valuable was the focus on continued business justification. Every stage gate asks: is this project still worth doing? That discipline alone would have saved several projects I have witnessed running on momentum rather than merit. If you are considering the qualification, especially in public sector or large enterprise environments, I would recommend it without hesitation. Happy to answer questions from anyone weighing it up. #prince2 #projectmanagement #professionaldevelopment #pmq

Agile does not fix bad strategy. I wish someone had told me that earlier in my career. I have seen organisations adopt sprints, stand-ups, and retrospectives with genuine commitment, and still fail to deliver value, because the underlying priorities were unclear or constantly changing from the top. Agile amplifies your ability to respond to change. But if leadership is not aligned on what outcomes actually matter, you will just be iterating faster toward the wrong destination. The organisations I see doing this well share one trait: their executives can articulate what success looks like in plain language, and that definition stays stable long enough for teams to act on it. Frameworks are tools. Clarity is the foundation. Anyone else seen this pattern? How did your organisation navigate it? #agile #productmanagement #leadership #transformation

Hot take: the four-day work week debate is missing the point entirely. The real question is not how many days we work. It is whether the work we do each day is purposeful, sustainable, and well-supported. I have spoken with teams working four days who are burned out, and teams working five days who feel energised and fulfilled. The difference is almost never the number of hours. It comes down to: - Clarity of role and expectations - Psychological safety to flag problems early - Managers who actually coach, not just monitor Flexibility matters. But culture is the foundation everything else sits on. What does a healthy working environment look like in your organisation right now? #futureofwork #workplaceculture #leadership #hrprofessionals

We ran a pilot last quarter using AI-assisted document review across our compliance team. The results were striking. Average review time dropped by 34%. Error rates on initial checks fell significantly. And critically, the team reported feeling less overwhelmed by volume. But here is the part nobody talks about at conferences: the first two months were genuinely difficult. Staff needed time to trust the outputs. Workflows had to be redesigned, not just bolted onto existing ones. Change management was as important as the technology itself. AI transformation is not a switch you flip. It is a process you manage. If your organisation is at the start of this journey, invest as much in your people as in your platform. #aitransformation #financialservices #changemanagement #ukbusiness

Three years ago I inherited a project that was 40% over budget and six months behind schedule. The team was exhausted and stakeholder trust was at an all-time low. Here is what turned it around: 1. Weekly 15-minute standups replacing 2-hour status meetings 2. A single shared dashboard so everyone saw the same numbers 3. Honest conversations with sponsors before problems escalated We delivered on time. Not perfectly, but on time and within the revised scope. The biggest lesson? Transparency is not a weakness. It is the only thing that rebuilds trust when a project is in trouble. What has saved a struggling project for you? Would love to hear your stories in the comments. #projectmanagement #leadership #delivery

UK small businesses are adopting AI faster than the headlines suggest. Our latest member survey data shows that nearly one in three small business owners have integrated at least one AI-powered tool into their operations in the past 18 months. The primary use cases are customer communication, bookkeeping, and content creation. What is striking is not the adoption rate. It is the motivation. The overwhelming driver is not competitive pressure or investor expectation. It is time. Business owners want hours back to focus on growth, relationships, and the work only they can do. For the small business community, AI is not a transformation programme. It is a practical, often scrappy response to capacity constraints. Policy and support ecosystems need to reflect that reality. Training and guidance that speaks to a sole trader trying to save two hours a week will look very different from enterprise AI strategy. Small business pragmatism is often where meaningful adoption actually starts. #ukbusiness #smallbusiness #aiforabusiness #entrepreneurship

Reconciliation used to take my team three days at month end. It now takes four hours. We did not hire more staff. We did not work longer hours. We redesigned the workflow around automation and built exception-based review into the process so that qualified accountants spend time on judgement calls, not data matching. The tools that enabled this are not new or exotic. Robotic process automation, API-connected ERP data feeds, and a well-structured exception dashboard built in Power BI. Total project cost was modest. The return was immediate. The conversation about accounting technology often jumps straight to AI and machine learning. Sometimes the highest-value intervention is simply removing the manual handoffs that everyone assumed were unavoidable. Where are the manual handoffs in your month-end process that nobody has questioned in five years? #accountingtechnology #finance #automation #fintech

Passed my PRINCE2 Practitioner in 2009. Still referencing it daily in 2025. People sometimes ask whether structured methodologies like PRINCE2 are still relevant in an era of agile and rapid delivery. My answer is always: more than ever. Here is why. In complex, multi-stakeholder environments like public sector health programmes, you need: - Clear business case ownership that survives leadership changes - Defined tolerances so project boards are not drowning in operational decisions - Formal stage gates that protect organisations from sunk-cost momentum PRINCE2 does not tell you how to do the work. It tells you how to govern it. That distinction matters enormously when public money and patient outcomes are involved. And for those who think it conflicts with agile: PRINCE2 Agile exists precisely because the two philosophies complement each other rather than compete. #prince2 #programmegovernan #publicsector #projectmanagement

Agile is not a synonym for fast. I spend a lot of time unpicking this misconception with leadership teams who want agile delivery because they heard it means shorter timelines. Agile means iterative. It means building feedback loops into your process so that you catch wrong assumptions early rather than expensive. It means accepting that requirements will evolve and designing your team structure to absorb that change without grinding to a halt. Sometimes agile delivery surfaces the fact that a project should stop entirely. That is agile working correctly. The fastest projects I have seen have been waterfall. They were also frequently delivering the wrong thing very efficiently. Speed and agility are related but they are not the same. One answers how quickly. The other answers how well you respond to what you learn. #agile #productdelivery #agilemindset

The four-day working week conversation has moved from fringe idea to boardroom agenda faster than almost anyone predicted. The UK pilot involving 61 companies and roughly 2,900 employees found that 92% of participating organisations chose to continue the arrangement after the trial. Revenue stayed broadly flat or improved. Staff turnover dropped significantly. But here is the part that rarely gets discussed: the companies that succeeded did not simply remove a Friday. They fundamentally redesigned how work got done. Meetings were audited. Asynchronous communication was normalised. Output was measured rather than hours. Flexibility without redesign is just a longer weekend with the same underlying problems. If your organisation is exploring flexible models, start with the work design, not the calendar. #futureofwork #hrleadership #employeeexperience

Hot take: most AI transformation programmes fail before the first model is trained. Why? Because organisations treat AI as a technology problem when it is a change management problem. I have reviewed over 20 enterprise AI initiatives in the past two years. The ones that stalled shared a common pattern: brilliant data science, zero stakeholder alignment, and a business case written in isolation. The ones that succeeded started with a clear problem statement agreed by operations, finance, AND technology. They ran discovery sprints with frontline staff. They defined what success looked like before writing a single line of code. AI is not a product you deploy. It is a capability you grow. Treat it accordingly. What has been your experience with AI adoption in large organisations? I would love to hear below. #aitransformation #changemanagement #enterprise

Three years ago I inherited a project that was six months behind schedule, had burned through 40% of its contingency budget, and had a demoralised team of 14 people. Here is what turned it around: 1. Weekly 15-minute stand-ups replaced 90-minute status meetings nobody trusted anyway. 2. We made the risk register a living document, not a quarterly PowerPoint slide. 3. We gave team members ownership of specific workstreams rather than tasks. The project delivered two weeks early. Not because of a magic methodology, but because people finally felt heard and accountable. Project management is fundamentally a human discipline wrapped in processes. Never forget which one does the actual work. #projectmanagement #leadership #delivery

We have been talking about the future of work for a decade. I think we are finally living in it. The data from our latest workforce survey across 3,200 UK professionals showed something that surprised even our team: The employees most confident about AI are not the youngest. They are the ones in organisations that invest heavily in learning and development, regardless of age. This tells us something important. The future of work is not a generational story. It is a learning culture story. Organisations that build continuous learning into the rhythm of work, not as an annual off-site but as a weekly practice, are the ones producing workforces that adapt. The question for every leader reading this: when did someone on your team last learn something new because your organisation made space for it? #futureofwork #aitransformation #ukbusiness

I speak to UK SME owners every week who are curious about AI but paralysed by where to start. So here is the simplest possible framework I give them: Step 1: List every task your team does that is repetitive and rule-based. Step 2: Circle the ones that take more than 2 hours per week in aggregate. Step 3: Pick ONE and spend a fortnight testing a tool against it. That is it. No strategy document. No vendor RFP. No consultancy retainer (and yes, I am aware of the irony saying that). The businesses I see getting real value from AI are not the ones with the biggest budgets. They are the ones that started small, learned fast, and iterated. The UK has brilliant small businesses. We do not need to wait for enterprise-scale budgets to compete. What was the first AI tool that actually saved your business time? #ukbusiness #aitransformation #futureofwork

Unpopular opinion: your retrospectives are probably not as useful as you think they are. I have facilitated over 400 retros across financial services teams. The most common failure mode is not a bad format or the wrong sticky notes. It is psychological safety. If team members do not feel safe naming real blockers, you will get surface-level feedback every single time. And then leadership wonders why nothing changes sprint after sprint. Three things I use to build genuine safety before we even open a retro: 1. Anonymous pre-retro surveys so quieter voices surface first 2. A 'what went well' wall that stays visible between sprints, not just during them 3. Leaders sharing their own mistakes before asking others to Agile ceremonies are only as good as the culture around them. Fix the culture first. What do you do to make your retros actually useful? #agile #projectmanagement #futureofwork

We went live with AI-assisted reconciliation six months ago. Here is an honest update. What worked: - Exception-based review cut our close cycle from 8 days to 5 - Junior team members are spending more time on analysis and less on data wrangling - Error detection on high-volume intercompany transactions improved significantly What did not work as expected: - Initial training data quality was poor and took 6 weeks to remediate - Our audit trail documentation needed a complete rethink to satisfy external auditors - Two team members needed meaningful upskilling before they trusted the outputs The honest truth is that the ROI is real but the journey was harder than the vendor slide deck suggested. If your finance team is evaluating similar tools, I am happy to share what I wish I had known beforehand. #accountingtechnology #aitransformation #ukbusiness

I passed my PRINCE2 Practitioner exam in 2012 and at the time I thought it was a box-ticking exercise. Twelve years and dozens of complex NHS programmes later, I owe that qualification an apology. The business case discipline alone has saved my projects from scope creep more times than I can count. When a stakeholder wants to add requirements in month four, going back to the agreed business case is not obstruction. It is governance. For anyone sitting on the fence about PRINCE2 vs other frameworks: they are not mutually exclusive. I run PRINCE2 governance with Agile delivery inside it every single day. The structure and the flexibility complement each other beautifully. If you are working in the public sector especially, do not underestimate the value of a shared language across departments. #prince2 #projectmanagement #ukbusiness

Hot take: most companies are not failing at AI because of the technology. They are failing because of change management. I have sat in boardrooms across the UK where the conversation goes straight from 'we want to use AI' to 'let us buy the tool.' The middle part, the people part, gets skipped entirely. Here is what I see working in organisations that actually land AI adoption: 1. A named executive sponsor who genuinely uses the tools themselves 2. Pilot teams chosen for enthusiasm, not just seniority 3. Clear communication about what AI will and will not replace 4. Feedback loops built in from week one AI transformation is 20% technology and 80% culture. Until we treat it that way, we will keep seeing shiny tools gather digital dust. What has your experience been? #aitransformation #futureofwork #ukbusiness

Three years ago I was drowning in status update meetings. Sound familiar? I made one change that transformed how my team operates: we replaced our Monday morning standup with an asynchronous video update using Loom. Each team member records a 2-minute summary before 9am. The results after 12 months: - 4 hours per week returned to every team member - Status visibility actually improved - Accountability went up because updates are recorded Not every innovation needs AI or a new platform. Sometimes it is just rethinking the habit. What is one meeting your team could kill this week? #projectmanagement #futureofwork #agile

Running a SME in the UK right now requires a level of adaptability I have not seen demanded of business owners in my 20 years in this sector. Supply chain volatility, rising operational costs, shifting consumer behaviour, and a technology landscape that feels like it changes weekly. And yet. The businesses I advise that are growing share one common trait: they make decisions quickly, test them cheaply, and are honest about what is not working. It is not about having more capital. It is about being less precious with assumptions. UK SMEs are incredibly resilient. We just sometimes need to remind ourselves of that.

AI-powered accounts payable automation reduced our invoice processing time by 67% in the first six months of implementation. But here is what the vendor deck did not tell us: you will spend the first three months doing change management, not configuration. Accountants are meticulous by nature and they should be. Handing routine matching and coding to an algorithm requires trust, and trust requires transparency about how the model makes decisions. We invested heavily in explainability sessions with our finance team before go-live. Worth every hour. Technology adoption in accounting is ultimately a people problem dressed up as a systems problem.

Just led our team through a PRINCE2 7 re-certification cohort and I have to say the updated edition is significantly more relevant to how we actually work now. The integration of sustainability considerations and the emphasis on lessons learned as a living practice rather than an end-of-project tick box are real improvements. For those in the public sector managing complex, multi-stakeholder programmes, PRINCE2 still offers a governance structure that stands up to scrutiny. Agile gets the headlines but structured methodology keeps the audit trail. You can absolutely use both. In fact, for large public programmes, I would argue you need both.

Agile is not a process. It is a mindset. I say this on almost every engagement and I will keep saying it until organisations stop scheduling two-week sprints while maintaining a 12-month fixed-scope contract. Genuine agility means being willing to reprioritise based on real feedback, even when it is uncomfortable. Some of the most successful Agile transformations I have supported started not with a framework rollout but with leadership agreeing to tolerate uncertainty. Frameworks are scaffolding. Culture is the building. Which part is your organisation actually investing in?

Hot take: hybrid work did not break office culture. Poor management did, and hybrid just made it visible. I have spent the last 18 months working with UK-based teams on workforce redesign. The companies thriving in hybrid are not the ones with the best policies. They are the ones with managers who communicate clearly, set outcomes not hours, and genuinely trust their people. The document does not matter. The behaviour does. If your hybrid policy is not working, ask yourself when you last trained your middle managers on remote leadership. That is usually where the answer is hiding.

We recently completed a 90-day AI readiness audit across five business units. The results were humbling and exciting in equal measure. Key finding: the biggest barrier to AI transformation is not technology. It is data hygiene. Three of our five units had inconsistent data definitions across teams, making model training unreliable from day one. Before you invest in any AI platform, audit your data foundations. Clean, consistent, well-governed data is the real competitive advantage. The AI layer comes second. Happy to share the framework we used if anyone is working through something similar.

Three years ago I was managing projects with spreadsheets, sticky notes, and a prayer. Today our team uses AI-assisted scheduling, automated risk flagging, and real-time stakeholder dashboards. The role of a PM has not shrunk. It has shifted. We spend less time chasing status updates and more time thinking critically about dependencies, people, and outcomes. If you are a project manager worried about AI taking your job, I would reframe the question. Are you letting AI take the admin so YOU can do the actual management? That is the opportunity. What tools have genuinely changed how you run projects? Drop them below.

The debate about remote versus office work is obscuring a more important question: what is the work actually for? I have spent the last two years working with organisations on workforce strategy. The ones getting location decisions right are not starting with policy. They are starting with purpose. What kinds of work require high-bandwidth, real-time collaboration? Do more of that in person. What kinds of work require deep focus, async thinking, or personal autonomy? Protect space for that, wherever it happens. The mistake I see repeatedly is treating location as the variable that solves culture, productivity, or connection problems. It rarely does. Those problems usually have roots in management quality, role clarity, or team design. A poorly managed team in a beautiful office five days a week will underperform a well-managed hybrid team almost every time. We have published a short guide on how to run a location strategy review that is grounded in work design rather than assumption. Link in the comments if you want it. What does your organisation use as the basis for location decisions right now? #futureofwork #hybridwork #workplaceStrategy #aitransformation

Small business owners in the UK are some of the most resilient people I have ever worked with. In the last three years alone they have navigated supply chain disruption, significant inflation in input costs, a tight labour market, and rapidly changing customer expectations. And most of them have done it without a strategy team, a dedicated finance function, or a PR department. What I see consistently in the ones that come out stronger is a bias toward honest self-assessment. They do not pretend a bad quarter was a good one. They look at the numbers, ask hard questions, and adapt. I also see a willingness to invest in relationships. With suppliers, with customers, with local networks. When things get difficult those relationships are a genuine asset. If you are running a small or mid-size business in the UK right now and finding it tough, you are not alone and it does not mean you are doing it wrong. Keep going. And if you want a sounding board on strategy or financial planning, feel free to reach out. #ukbusiness #entrepreneurship #smallbusiness #businessgrowth

We closed our month end in two days last quarter. Twelve months ago it took eleven. I am not sharing this to boast. I am sharing it because eighteen months ago I would not have believed it was possible without doubling the team. What made the difference was a combination of three things: First, we automated the reconciliation layer. Not glamorous, but it removed roughly 60 hours of manual matching per close cycle. Second, we moved our intercompany eliminations into a dedicated consolidation tool rather than running them through a spreadsheet waterfall that seven people touched sequentially. Third, and most importantly, we trained the finance team to own the tools rather than relying on IT to run reports for them. Accounting technology is not a magic button. It is a set of capabilities that only deliver value when the people using them understand both the numbers and the system. Finance teams that invest in both technical and analytical skills are going to be in a very different position in five years than those that do not. What does your close cycle look like at the moment? Is technology helping or just adding complexity? #accountingtechnology #financeTransformation #ukbusiness #cfo

PRINCE2 gets a lot of criticism for being bureaucratic. Some of it is fair. Most of it is a misunderstanding of how the method is meant to be applied. The clue is in the phrase 'tailor to suit the project environment.' It has been there since the 2009 edition. I have delivered projects ranging from six-week internal process reviews to three-year infrastructure programmes using PRINCE2. The method itself did not change. The application of it did. On smaller projects we compressed the documentation significantly. One-page project briefs. Lightweight exception reports. Monthly rather than weekly highlight reports. On larger programmes we used the full structure and were grateful for it when things got complicated, which they always do eventually. The certification gives you a shared language and a governance spine. What you do with it depends on your context and your judgement. If you have dismissed PRINCE2 because of a bloated implementation you once experienced, it might be worth revisiting the tailoring guidance. Happy to talk through how we approach this if anyone is mid-implementation and finding it heavy. #prince2 #projectmanagement #programmemanagement #ukbusiness

I sat in a refinement session last week where a team spent 45 minutes debating story points for a ticket that took 20 minutes to build. Agile is supposed to reduce waste, not create new kinds of it. After ten years coaching teams across financial services and tech, here are the three estimation anti-patterns I see most often: - Treating story points as a performance metric rather than a planning tool - Refining stories that are nowhere near the top of the backlog - Letting estimation become a proxy debate for scope that should have been settled at discovery The best teams I have worked with hold estimation lightly. They use it to surface unknowns and dependencies, not to predict velocity to two decimal places. If your sprint planning takes longer than your sprints feel productive, something is off. What is your team's relationship with estimation like right now? Healthy or a bit fraught? #agile #projectmanagement #scrummaster

Unpopular opinion: most organisations are not failing at AI because of technology. They are failing because of change management. I have been part of six enterprise AI rollouts over the past four years. The pattern is almost always the same. The model works. The infrastructure is solid. The business case is compelling. And then adoption stalls at around 30 to 40 percent of the intended user base. Why? Because nobody spent enough time asking people what they were actually afraid of. Fear of job loss. Fear of looking incompetent in front of a machine. Fear of getting it wrong and being blamed for trusting an algorithm. These are not irrational fears. They are human ones. The organisations seeing real ROI from AI transformation are investing as heavily in culture and communication as they are in compute and data infrastructure. If your AI programme has a Chief AI Officer but no dedicated change lead, you are flying with one engine. Happy to share a framework we used to diagnose adoption blockers early. DM me if useful. #aitransformation #futureofwork #changemanagement

Three years ago I managed a team of five. Today that same team delivers what used to require twelve people, and the quality has genuinely improved. The difference? We stopped treating project management as an administrative function and started treating it as a strategic one. Here is what changed for us: 1. We killed the weekly status update meeting and replaced it with async video check-ins. Saved roughly six hours per person per week. 2. We moved risk registers from spreadsheets into a living dashboard that the whole team owns, not just the PM. 3. We started running short retrospectives after every milestone, not just at project end. None of this is revolutionary. Most of it is in the PMBOK. But actually doing it consistently is where most teams fall short. What is the one practice your team has adopted recently that made the biggest difference? Drop it below. #projectmanagement #futureofwork #leadership

Running a small business in the UK in 2025 is genuinely hard. I am not going to pretend otherwise. Rising employer costs, supply chain uncertainty, late payment culture, and the pressure to digitise everything simultaneously while keeping the lights on. But I also see something remarkable in the SME community right now: resilience, creativity, and a willingness to collaborate that larger organisations often lose. Some things that are actually working for the businesses I advise: Joining local business networks and treating them as genuine peer support, not just lead generation Using AI tools for the time-sinks: drafting, scheduling, summarising, so the founder's time goes to high-value activity Being ruthless about cash flow visibility. Know your numbers weekly, not monthly Focusing on a narrow, clear customer proposition rather than trying to serve everyone Small does not mean fragile. Some of the most adaptable businesses I work with have fewer than 20 people. If you are an SME founder or leader in the UK, what is working for you right now? #ukbusiness #sme #entrepreneurship

AI in accounting is moving faster than most finance teams are prepared for. Here is where I am seeing genuine, measurable impact right now: Automated reconciliation: teams that used to spend two days on month-end recs are getting to sign-off in hours Intelligent invoice processing: OCR plus ML is achieving accuracy rates that manual keying cannot match at scale Anomalous transaction detection: catching errors and potential fraud earlier in the cycle, not during audit Predictive cash flow modelling: giving finance leaders better visibility, not just reporting on what already happened But here is the honest caveat. The firms seeing these results invested seriously in data infrastructure and process redesign first. The technology did not save a broken process. It accelerated a good one. If you are evaluating AI tools for your finance function, start with the process audit, not the vendor demo. Where is your team on the accounting technology journey? #accountingtechnology #fintech #aitransformation

I passed my PRINCE2 Practitioner exam back in 2011 and spent years thinking it was just a box-ticking exercise for public sector procurement. I was wrong. What changed my view was leading a complex infrastructure programme across six departments with different governance structures, different risk appetites, and different definitions of done. PRINCE2 gave us a common language. Manage by exception meant senior stakeholders were not pulled into every decision. Defined roles meant nobody was asking who owns this at a crisis point. Staged delivery meant we could demonstrate value and course-correct before committing the next tranche of budget. Is it perfect? No. It needs to be tailored, not applied rigidly. And it works best when combined with agile delivery approaches at the team level. But for large, complex, multi-stakeholder programmes? The structure is genuinely valuable. Are you using PRINCE2, MSP, or another framework for complex programme delivery? What has your experience been? #prince2 #programmemanagement #projectmanagement

Unpopular opinion: most organisations are not doing Agile. They are doing Agile theatre. Signs you might be stuck in Agile theatre: You have standups that run 45 minutes Your sprints are just mini-waterfalls with a different name Retrospectives produce action items nobody follows up on The backlog has not been groomed in three months Stakeholders still expect a Gantt chart at month end Agile is not a ceremony schedule. It is a commitment to inspect, adapt, and deliver value continuously. That requires psychological safety, empowered teams, and genuine executive buy-in. Without those foundations, no framework saves you. I have worked with teams who transformed delivery with basic Scrum applied faithfully. I have also seen SAFe implementations collapse under their own weight because the culture never changed. The method is not the point. The mindset is. What does genuine agility look like in your team right now? #agile #scrum #projectmanagement

The conversation about remote vs office has become exhausting, and I think we are asking the wrong question entirely. The real question is: what conditions help people do their best work? For some tasks and some people, that is a quiet home office. For others, it is the energy of a collaborative space. For most of us, it is a thoughtful blend that changes depending on the work at hand. Organisations that are mandating five days in the office are not necessarily building culture. They are often just measuring presence instead of performance. Organisations that have gone fully remote without intentional touchpoints are not maximising freedom. They are sometimes losing the informal knowledge transfer that makes teams exceptional. The future of work is not a location. It is a design challenge. How is your organisation approaching this in 2025? #futureofwork #leadership #hybridwork

We ran a 90-day AI pilot across our operations team last quarter. Here is the honest breakdown: What worked: - Document summarisation cut review time by around 40% - AI-assisted anomaly detection flagged issues our manual process had missed for months - Team adoption was faster than expected once people saw tangible wins early What did not work: - We underestimated the data quality problem. Garbage in, garbage out is not a cliche, it is a warning. - Change management was bolted on at week six, not week one. Big mistake. - We had no clear owner for AI governance. That gap showed. AI transformation is real and it is happening fast. But the organisations winning are the ones treating it as a people and process challenge first, and a technology challenge second. Happy to share the full lessons learned doc with anyone running similar pilots. Just drop a comment. #aitransformation #digitaltransformation #ukbusiness

Three years ago I was drowning in status reports, chasing stakeholders for updates, and spending more time in meetings about meetings than actually delivering value. Then I made one shift: I stopped managing tasks and started managing outcomes. Here is what changed: 1. Every project kicks off with a clear outcome statement, not a scope document 2. Weekly check-ins became 15-minute outcome reviews, not progress recaps 3. Risks were reframed as threats to outcomes, not just items on a log Delivery quality improved. Team morale improved. Client trust improved. The tools did not change. The mindset did. What is the single mindset shift that made the biggest difference in your PM career? Drop it below. #projectmanagement #leadership #delivery

The question I get asked most at leadership offsites right now: will AI take our jobs? My answer: some tasks, yes. Most roles, no. New roles, absolutely. The World Economic Forum estimates that 85 million jobs may be displaced by 2025 but 97 million new roles may emerge. The transition is the challenge, not the destination. What I tell every leadership team: your responsibility is not to protect jobs from change. It is to invest in your people so they can move with that change. Reskilling budgets, internal mobility programmes, and psychological safety to admit you do not know everything yet, these are the real future of work investments. What is your organisation doing to prepare its workforce? Genuinely curious. #futureofwork #aitransformation #ukbusiness #agile

After 14 years working with UK SMEs, here is the pattern I keep seeing: Small businesses are sitting on enormous operational inefficiency they have normalised. Manual invoicing. Duplicate data entry. Reporting that takes a day to produce. These are not small problems. For a 20-person business, recovering 30 minutes per person per day is the equivalent of hiring an extra employee. AI and automation tools are now genuinely accessible at SME price points. The barrier is rarely budget anymore. It is knowing where to start. If you run a UK business and want a no-jargon conversation about where to begin, drop me a message. I do a free 30-minute diagnostic call for founders. #ukbusiness #aitransformation #accountingtechnology

We automated our month-end close process six months ago and I want to give an honest update, not a glossy case study. What went well: reconciliation time dropped from 4 days to 11 hours. Error rates on intercompany transactions fell by 60%. My team can now focus on analysis rather than data entry. What was harder than expected: data quality issues upstream took 3 months to resolve before automation could work properly. Change management for two team members who were understandably nervous took real investment. The ROI is clear. But anyone selling you automation as a plug-and-play solution is oversimplifying. Happy to share more detail with anyone considering a similar journey. #accountingtechnology #aitransformation #ukbusiness

I passed my PRINCE2 Practitioner exam in 2009. I have used it on projects ranging from a 30k website rebuild to a 40m infrastructure programme. Some people say PRINCE2 is too rigid for modern delivery. I respectfully disagree. PRINCE2 7 has moved significantly toward flexibility. Tailoring is not a footnote anymore, it is a core principle. You scale the governance to the project, not the other way around. Paired with an Agile delivery approach, PRINCE2 gives you the oversight and accountability that sponsors need, while keeping teams free to iterate. If you dismissed PRINCE2 years ago, it might be worth a second look at the updated framework. #prince2 #projectmanagement #agile #ukbusiness

Hot take: most organisations are not doing Agile. They are doing Agile theatre. Stand-ups that are really status reports. Sprints that are really mini-waterfalls. Retrospectives where nobody says anything real. True agility is about inspect and adapt at every level, not just the delivery team. Leadership has to be willing to change priorities, drop sunk costs, and trust their teams. I have seen a 6-person startup outperform a 200-person enterprise programme simply because they were genuinely comfortable with uncertainty. Agile is a mindset. The ceremonies are just the scaffolding. What is one Agile practice your team actually does well? I would love to hear the good stories. #agile #projectmanagement #futureofwork

We just completed phase one of our AI transformation roadmap and I want to share one honest lesson: the technology was the easy part. The hard part was helping a 400-person team understand that AI was there to remove friction from their day, not their jobs. We ran 12 workshops before we touched a single system. We asked staff what tasks frustrated them most. We built the AI use cases around those answers. Result: 78% adoption rate in month one. That is not a coincidence. If your AI programme is struggling with adoption, start with listening, not deploying. #aitransformation #futureofwork #agile

Three years ago I was managing projects with spreadsheets and weekly status emails. Today our team uses real-time dashboards, automated risk flagging, and AI-assisted resource planning. The tools have changed dramatically. But here is what has not changed: The importance of a clear brief. Stakeholder trust built over time. Knowing when to escalate and when to absorb. Technology amplifies good project management. It does not replace the fundamentals. What core skill do you think will always matter in PM, no matter how the tools evolve? #projectmanagement #futureofwork #aitransformation

The future of work conversation tends to get hijacked by one question: how many jobs will AI eliminate? I think that is the wrong frame. The more useful question is: what does meaningful, sustainable work look like when routine cognitive tasks are increasingly automated? From research we have published recently, the roles that are growing are those combining technical literacy with human judgement. Not one or the other. Both. This has real implications for hiring, learning and development investment, and how we design career pathways. Organisations that are waiting for the dust to settle before updating their talent strategy are already behind. A few things we are seeing work well: - Internal talent marketplaces that surface skills across business units - Learning budgets tied to role evolution projections, not just current job descriptions - Cross-functional secondments as a deliberate capability building tool What is your organisation doing to prepare people for this shift? Genuinely curious what is working on the ground. #futureofwork #talentmanagement #aitransformation #hrleadership

Running a small consultancy in the UK in 2024 is genuinely exciting and genuinely challenging in equal measure. Exciting because the appetite for transformation work is real. Boards that were sceptical about digital investment two years ago are now asking urgent questions. That creates meaningful work for people like me. Challenging because the cost pressures on clients are significant. Procurement cycles are longer, budgets are scrutinised harder, and the bar for demonstrating ROI before work even starts has risen considerably. What I have learned: relationships still win. The clients who call me first are the ones I have stayed in contact with through the slow periods, shared useful content with, and been honest with when they had questions I could not answer. If you are building a consulting practice, invest in relationships before you need them. The pipeline takes care of itself when you do. #ukbusiness #consulting #smallbusiness #entrepreneurship

We onboarded our fourth AI-assisted bookkeeping tool this year and I want to give an honest assessment for any practice owners considering the same move. The good: bank reconciliation time is down roughly 60 percent across our SME client portfolio. Anomaly detection has flagged three instances of duplicate invoicing that would likely have been missed in a manual review. VAT return preparation is faster and more consistent. The less good: data quality from clients remains the single biggest variable. Garbage in, garbage out still applies. And the time we saved on reconciliation we have partly reinvested into client advisory conversations, which is frankly where the value is anyway. Net result: our team is doing more interesting work and clients are getting more proactive insight. That feels like a genuine win. Happy to connect with other practice leaders navigating this space. #accountingtechnology #aitransformation #sme #ukbusiness

I see a lot of debate online about PRINCE2 versus Agile as if you have to pick a side. In practice, the most effective environments I have worked in use both. PRINCE2 7 now has explicit guidance on how to apply its principles in agile contexts, and for good reason. Large public sector programmes need the governance, defined accountability, and structured business case review that PRINCE2 provides. They also need the flexibility and iteration that Agile delivery enables at team level. The answer is almost always 'it depends on context' and the best practitioners I know are fluent in both frameworks. If you are studying for your PRINCE2 Practitioner exam at the moment, the updated 2023 syllabus is worth reading cover to cover. The emphasis on sustainability and commercial management is a genuine improvement on previous versions. Good luck to everyone sitting exams this autumn. #prince2 #projectmanagement #publicsector #pmo

Hot take: most organisations are not doing Agile. They are doing Agile theatre. Sprints without genuine retrospectives. Backlogs managed by one person with no team input. Daily standups that run 45 minutes and solve nothing. Velocity tracked as a performance metric rather than a planning tool. Agile was designed to surface problems quickly so teams can adapt. If your Agile process is being used to hide problems from leadership, you have a governance issue dressed up in Scrum clothing. The fix is not more ceremonies. It is psychological safety. Teams need to know that raising a blocker will not get them penalised. Happy to share the psychological safety assessment we use with new clients if anyone wants it. Just comment below and I will DM you the link. #agile #scrum #teamculture #futureofwork

We ran an honest retrospective on our AI transformation programme last quarter and the findings were humbling. Technology was never the hard part. We had the tools, the budget, and the vendor support. What slowed us down every single time was change management. People needed to understand WHY the AI was being introduced before they would trust it enough to use it properly. Key lessons we are sharing openly: 1. Co-design pilots with the teams who will use the output, not just the teams building it. 2. Celebrate small wins loudly and early. 3. Retire the phrase 'AI will replace your job' from every conversation. Frame around augmentation instead. 4. Measure adoption rates as rigorously as you measure model accuracy. AI transformation is fundamentally a people programme that happens to involve technology. The sooner leadership teams internalise that, the faster they will see returns. #aitransformation #changemanagement #digitalleadership

Three years ago I was drowning in status reports, chasing stakeholders for updates and spending half my week in meetings that could have been emails. Sound familiar? The shift that changed everything for me was treating communication as a deliverable, not an afterthought. Every project now has a comms plan signed off at kickoff. Not a fancy document. A simple one-pager that answers: who needs what, when, and in what format. Since doing this consistently my stakeholder satisfaction scores have gone up, escalations have gone down, and I actually leave the office before 7pm most nights. What one habit has made the biggest difference to your projects? Drop it below. Always learning from this community. #projectmanagement #leadership #delivery

We surveyed our 200-person workforce on hybrid working preferences last quarter. The results challenged some assumptions. - 67% said flexibility mattered more to them than location - 54% said their best collaborative work happened in person, but only 1 to 2 days per week - 41% said they felt more trusted, and therefore more productive, when office attendance was a choice What this told us: this is not about office versus home. It is about intentional design. We now plan our in-person days around collaboration that genuinely needs physical presence: workshops, onboarding, team problem solving. Everything else is the employee's call. Engagement scores have moved up 12 points in two quarters. Correlation, not necessarily causation, but we will take it. How is your organisation approaching this right now? #futureofwork #ukbusiness #projectmanagement

I spent last week visiting SME owners across the North West. Same question came up in almost every conversation: 'Should we be using AI and where do we even start?' The honest answer I gave each time: Start with your biggest time drain. Not with the most exciting technology. For most of the businesses I spoke with, that time drain was either: - Manual reporting and data consolidation - Customer enquiry handling and routing - Onboarding and document processing These are not glamorous use cases. But fixing them creates real margin and real capacity. That capacity can then fund bolder moves. AI does not have to be transformational on day one. It just has to be useful. What was your first practical AI win in your business? #ukbusiness #aitransformation #futureofwork

Agile is not a methodology. It is a mindset. And that distinction matters enormously. I have sat in countless 'agile transformations' where teams adopted standups, sprints, and retrospectives, then declared themselves agile. Months later, nothing had really changed. Because the ceremonies were new but the thinking was not. True agility shows up when: - A team can pivot based on user feedback without a change request process taking three weeks - Leaders treat a project pivot as learning, not failure - Retrospectives lead to actual process changes, not just documented actions that expire Ceremonies are the scaffolding. Mindset is the building. If your agile transformation feels like it has plateaued, it might be time to look at culture rather than process. #agile #futureofwork #projectmanagement

We automated our month-end close process six months ago. Here is an honest review. What went well: - Reconciliation time dropped from 3 days to 6 hours - Error rates on intercompany transactions fell by around 40% - The team now spends more time on analysis and less on data wrangling What we underestimated: - Change management with long-tenured staff took twice as long as expected - Data quality issues we did not know existed surfaced immediately and had to be resolved first - Training was a bigger investment than the software itself Net verdict: absolutely worth it. But go in with your eyes open about the non-technical workload. Anyone else been through a finance automation project recently? What surprised you? #accountingtechnology #aitransformation #ukbusiness

PRINCE2 gets a bad reputation for being bureaucratic. I used to half agree. Then I ran a complex infrastructure rollout across five UK local authorities and changed my mind completely. Here is what PRINCE2 actually gave us: 1. A clear business case that every stakeholder could reference when priorities shifted 2. Defined tolerances that empowered the team to make decisions without escalating everything 3. End stage reviews that created natural checkpoints for honest conversation The framework did not slow us down. Misapplying it would have. Tailoring is everything. If you are dismissing PRINCE2 because a past project felt heavy, I would gently ask: was the framework the problem, or was it the application? #prince2 #projectmanagement #ukbusiness

Hot take: most AI transformation programmes fail before the first model is trained. Why? Because organisations treat AI as a technology problem when it is fundamentally a people and process problem. In the last 18 months I have led AI readiness assessments across 12 UK businesses. The pattern is consistent: - 80% have siloed, inconsistent data - 70% have no clear AI ownership or governance - 60% have not engaged frontline staff in the change journey The technology is the easy part. Building the human infrastructure around it is where the real work lives. If your AI programme is stalling, I would bet on one of these three root causes. Happy to share what good governance looks like if anyone is exploring this space. #aitransformation #futureofwork #ukbusiness

Three years ago I was drowning in status update meetings. Every Monday felt like Groundhog Day. Then we made one change: we replaced our weekly status meeting with an async video update, and our team reclaimed 4 hours per person per week. That's 4 hours redirected into actual delivery. The lesson? Project managers are not meeting facilitators. We are value delivery enablers. Protect your team's time like it's the most critical project resource, because it is. What's one change you've made that gave your team back meaningful time? Drop it below. #projectmanagement #futureofwork #agile

The four-day week conversation has matured significantly in the UK over the past two years. What began as a headline-grabbing pilot is now a genuine strategic consideration for employers competing for talent. The data from the 2022 to 2023 UK pilot involving over 60 companies showed that revenue held steady or improved for the majority of participants, and employee wellbeing scores rose consistently across sectors. What I find interesting in my consulting work is that the organisations that struggle most with implementation are not the ones with the wrong policies. They are the ones with the most meetings. Fix your meeting culture first and the hours question almost answers itself. Have you worked in a compressed-hours environment? I would value your honest take. #futureofwork #ukbusiness #agile

Running a small UK tech consultancy in 2025 means wearing about eleven hats simultaneously. This week alone I have been a salesperson, a delivery manager, a finance controller, a copywriter, and briefly an IT support desk for my own laptop. What keeps me grounded is a very simple weekly review ritual. Every Friday I answer three questions. What moved the business forward this week? What did I avoid that I should not have? What is the one thing that must happen next week regardless of everything else? Fifteen minutes. No spreadsheet required. Small business owners, what is your end-of-week habit? #ukbusiness #futureofwork #projectmanagement

Automated bank reconciliation used to sound like a niche finance geek dream. In 2025 it is table stakes. What I am watching closely now is the next wave: AI-assisted variance analysis that not only flags the anomaly but drafts the narrative explanation for the management pack. We piloted this with our group reporting team last quarter. First draft commentary was usable around 60% of the time, which sounds modest until you realise that 60% never needed to be written from scratch again. The remaining 40% still needed a trained eye but with a strong starting point. Finance teams are not being replaced. They are being redeployed toward interpretation and decision support. That is a good thing. #accountingtechnology #aitransformation #futureofwork

I passed my PRINCE2 Practitioner exam last month after six weeks of evening study alongside a full-time role. Here is what actually helped me beyond the official manual. 1. Draw the management stages as physical timelines on paper. Seeing the project lifecycle spatially locked in a lot of concepts for me. 2. Practice exception reports by writing a fictional one for a real project you have lived through. 3. Focus on the WHAT and WHY of each principle before the HOW of each theme. The exam rewards understanding over memorisation. Happy to share my study schedule if anyone is preparing. Just ask in the comments. #prince2 #projectmanagement #ukbusiness

Agile does not mean no documentation. It means just enough documentation, just in time. I still meet teams who treat the Agile Manifesto as permission to skip every artefact and then wonder why their sprint reviews are chaotic. The manifesto says we value working software over comprehensive documentation. It does not say documentation has no value. Find the minimum viable paper trail that keeps your team aligned, your stakeholders informed, and your future self from screaming. That is the sweet spot. What documentation do you consider non-negotiable in your sprints? #agile #projectmanagement

Unpopular opinion: most AI transformation programmes fail not because of the technology but because of the change management. We spent six months selecting the perfect large language model solution for our internal knowledge base. We spent two weeks on adoption. Predictably, usage dropped to near zero within a month of launch. Lesson learned the hard way: your AI strategy is only as strong as your people strategy. We rebuilt the rollout with dedicated champions on every floor, fortnightly lunch-and-learn sessions, and a feedback loop that fed directly into product iterations. Adoption is now at 74% and climbing. The tech was never the hard part. #aitransformation #futureofwork

Three years ago I was managing projects with spreadsheets, weekly status emails, and a prayer. Today our team uses a connected suite of tools that surfaces blockers in real time, auto-generates risk logs, and keeps stakeholders aligned without a single chase-up message from me. The tools did not make the hard decisions easier. They made the easy decisions automatic, which freed me up for the hard ones. If you are still manually compiling your weekly status report on a Friday afternoon, I would love to share what changed for us. Drop a comment or DM me. #projectmanagement #futureofwork

Something I notice repeatedly when working with growing UK SMEs: the founders who scale successfully are not necessarily the ones with the best product or the most funding. They are the ones who get comfortable making decisions with incomplete information and who build teams that can do the same. Scaling is fundamentally an exercise in distributed decision-making. You cannot be the bottleneck for every call once you pass a certain headcount, and if you try to be, the business stops moving at the speed the market demands. The leadership skill that matters most right now is learning how to set clear enough context that your team can decide well without you in the room. That is harder than it sounds and almost nobody teaches it explicitly. #ukbusiness #futureofwork

The conversation in accounting technology right now is almost entirely about AI and automation, which is exciting, but I want to make a case for the unglamorous work that makes all of it possible: data quality. We are working with clients whose AI-powered forecasting tools are producing outputs their finance teams do not trust, and in almost every case the root cause is not the model, it is the underlying data. Inconsistent chart of accounts, missing intercompany eliminations, manual journal entries with no audit trail. No large language model fixes a classification mess. Before your firm invests in the next generation of accounting AI, audit your data foundations. The ROI on cleaning up your data architecture will consistently outperform the ROI on layering intelligence on top of a broken base. #accountingtechnology #aitransformation #ukbusiness

Just wrapped up a PRINCE2 7 update training and I have to say the refresh feels genuinely meaningful rather than cosmetic. The stronger emphasis on sustainability, the updated approach to digital and data delivery, and the explicit recognition that projects exist within a broader context all feel like the framework catching up with how complex programmes actually run today. For anyone sitting their PRINCE2 Practitioner under the old syllabus who is wondering whether to update: I would recommend it, especially if you are working on large public sector or infrastructure programmes where governance and assurance are under real scrutiny. Happy to answer questions from anyone considering the transition. #prince2 #projectmanagement #ukbusiness

A question I get asked constantly: can Agile work outside of software development? Short answer: absolutely yes, with caveats. I have facilitated Agile adoption in construction project offices, NHS procurement teams, and marketing departments. The Scrum framework itself needs adaptation, but the underlying principles, iterative delivery, transparency, inspect and adapt, work beautifully in almost any context where requirements are uncertain and speed of learning matters. The mistake most teams make is copying the ceremonies without understanding the values underneath them. Standups without psychological safety are just standing meetings. Retrospectives without trust are theatre. Start with the mindset, then build the practice. #agile #projectmanagement

We just completed our first full quarter with a four-day work week and I want to share some honest numbers. Productivity as measured by output per employee: up 11%. Employee satisfaction scores: up 23 points. Voluntary turnover: down from 18% annualised to 9%. Client satisfaction scores: unchanged. I went into this sceptical. I came out a convert. The biggest shift was forcing us to cut genuinely unnecessary meetings and be precise about what actually needed doing. The four-day week did not give us a free hour, it gave us discipline. Happy to share more detail with anyone considering this for their own team. #futureofwork #ukbusiness

Honest reflection after 18 months of leading AI transformation programmes across UK financial services: the technology is rarely the hardest part. We have had pilot projects with genuinely impressive model performance stall completely because no one had mapped the downstream process changes, retrained the team, or secured genuine buy-in from middle management. AI transformation is change management with a data layer on top. The organisations seeing real ROI are the ones treating this as a people and process challenge first, and a technology challenge second. Curious whether others are seeing the same pattern. #aitransformation #ukbusiness

Five years ago I was managing projects with spreadsheets, weekly status emails, and a lot of hope. Today our team runs fully integrated digital dashboards, real-time resource tracking, and AI-assisted risk flagging. The tools have changed dramatically but the fundamentals have not: clear scope, stakeholder alignment, and honest communication still determine whether a project succeeds or fails. If you are stepping into project management right now, learn the tools but master the principles first. The technology will keep evolving. The human skills are what will keep you relevant. What fundamentals do you keep coming back to no matter how your toolkit changes? #projectmanagement #futureofwork

I spent last week visiting five SMEs across the Midlands as part of a regional growth initiative and came away genuinely energised. These are businesses with 20 to 150 employees doing extraordinary things: precision engineering for aerospace, specialist food manufacturing, B2B SaaS built entirely by founders without VC backing. The common thread? Leaders who obsess over margin, not just revenue. Who invest in their people even when cash is tight. Who think in decades, not quarters. UK SMEs contribute around 52% of private sector turnover according to BEIS data. They do not always get the headlines but they are the backbone of what we are building. If you are a founder or MD growing a business outside London, I would love to hear what is working for you right now and what the biggest friction points are. #ukbusiness #sme #entrepreneurship #growth #manufacturing

Finance functions are sitting on a gold mine of structured data and most are still using it only to report on what already happened. AI-assisted forecasting tools are maturing rapidly. I am seeing UK finance teams use machine learning models to produce rolling 13-week cash flow forecasts with materially better accuracy than manual approaches, especially in businesses with seasonal or irregular revenue patterns. The barrier is rarely the technology. It is data quality and trust. CFOs understandably want to understand why a model is recommending a number before they present it to the board. Explainability is the feature that unlocks adoption in finance. Vendors who understand this are winning. If you are exploring AI in your finance function, start with a use case where you have clean historical data and a clear way to measure forecast accuracy. Quick wins build the confidence for bigger transformation. #accountingtechnology #fintech #cfo #aitransformation #finance

I passed my PRINCE2 Practitioner exam in 2009. I have used it on programmes ranging from a 50k IT upgrade to a 40 million infrastructure transformation. The thing people get wrong about PRINCE2 is thinking it prescribes exactly what you must do. It does not. It tells you what you must address and lets you tailor the how to your context. A small internal project does not need a 30-page project initiation document. It needs clarity on scope, risk, budget, and who makes decisions. PRINCE2 just gives you the framework to ensure you have thought about all of those things. PRINCE2 7 has brought some genuinely useful updates around sustainability and value delivery that I think deserve more attention than they are getting. Are you using PRINCE2 alongside agile methods? How are you making that work in practice? #prince2 #programmemanagement #projectmanagement #ukbusiness

Agile is not a process. It is a mindset. And I say that as someone who has certified hundreds of teams. I see organisations spend months mapping out ceremonies, writing definition-of-done documents, and colour-coding Kanban boards. Then they declare themselves agile. But when a sprint goal needs to change based on customer feedback, the answer is still 'we will raise a change request and get sign-off by Q3.' The Agile Manifesto values responding to change over following a plan. Not instead of planning. OVER following it rigidly when reality has shifted. If your agile transformation has made your teams slower and more bureaucratic, it may be time to go back to the values, not add another ceremony. What is the most common agile anti-pattern you encounter? #agile #scrummaster #productdelivery #agiletransformation

Hot take: hybrid work did not create the problems we blame it for. It exposed problems that were already there. Poor communication? It existed in offices too. Lack of accountability? That predates remote work by decades. Culture issues? They were baked in long before anyone heard of Zoom fatigue. The organisations thriving right now are the ones that used the disruption of the last few years to redesign how they work from first principles rather than just replicating the office on a screen. If your hybrid model still feels clunky in 2025, the question is not where people are sitting. It is whether your operating model was built for the work you actually do today. Thoughts? #futureofwork #hybridwork #leadership #organisationaldesign

We just completed a six-month AI transformation programme for a mid-sized UK manufacturer and the biggest lesson had nothing to do with technology. It was change management. The models we built were solid. The data pipelines were clean. But we underestimated how much time frontline workers needed to build confidence in AI-assisted decisions. We introduced dedicated 'AI confidence sessions' in week eight and adoption rates jumped from 34% to 71% within a month. Technology is rarely the hard part. People always are. Anyone else finding that the human side of AI rollouts is where projects sink or swim? #aitransformation #changemanagement #futureofwork

Three years ago I inherited a project that was 40% over budget and six months behind schedule. No clear owner, no RAID log, stakeholders pointing fingers at each other. Here is what turned it around: 1. Weekly 15-minute standups with ALL key stakeholders (not just the delivery team) 2. A single source of truth for project status, visible to everyone 3. Honest red/amber/green reporting with no sugar-coating Transparency is uncomfortable. But it builds trust faster than any status report ever could. What is the single habit that has most improved your project delivery? Drop it below. #projectmanagement #leadership #delivery

Working with UK SMEs on digital transformation has taught me that the biggest barrier is rarely budget or technology. It is confidence. Business owners who have built successful companies over 20 years sometimes feel genuinely lost when the conversation turns to AI, cloud infrastructure, or data strategy. And the industry has not done a great job of making this accessible. So I want to say this clearly: you do not need to understand the technology deeply to make good decisions about it. You need to understand your business deeply and find advisers who can translate between the two worlds honestly. Ask basic questions. Demand plain English answers. If someone cannot explain it simply, that is their problem, not yours. UK businesses have enormous untapped potential in this space. Let us make sure complexity is not the thing that holds them back. #ukbusiness #digitaltransformation #sme #aitransformation #entrepreneurship

AI-assisted audit tools are not replacing accountants. They are changing what accountants need to be good at. We have been piloting automated anomaly detection across transaction populations that would previously have required significant sampling effort. The tools surface exceptions faster than any manual process could. But here is the thing: interpreting those exceptions, understanding the business context, having the conversation with the client about what they mean - that still requires a skilled, experienced human being. The accountants who will thrive in the next decade are those who invest in their analytical judgement and their client communication skills, not just their spreadsheet proficiency. Technology raises the floor. It does not remove the ceiling. #accountingtechnology #aitransformation #audit #finance #ukbusiness

Just passed my PRINCE2 Practitioner renewal and I wanted to share a reflection for anyone considering the qualification. PRINCE2 gets a bad reputation in some circles for being overly bureaucratic. Having used it in both public sector and private sector environments, I think that criticism misunderstands the methodology. PRINCE2 7 in particular has done a lot of work to make the framework genuinely scalable. The principle of 'tailor to suit the project environment' is right there in the methodology. It is not telling you to produce 40 documents for a six-week project. For anyone managing programmes within complex governance structures, especially in UK public sector, PRINCE2 remains one of the most practical frameworks available. Worth the investment. Highly recommend. #prince2 #projectmanagement #pmo #professionaldevelopment

Something I see constantly in Agile transformations and it drives me a little bit mad: Teams doing two-week sprints, holding retrospectives, using Jira boards... and still having a 9-month waterfall release cycle sitting above them. That is not Agile. That is Agile wallpaper over a traditional structure. True agility requires that your governance, your funding model, and your decision-making cadence all shorten alongside your delivery cycles. You cannot get the benefits of Agile at the team level if the organisation is still structured for annual planning. Start asking uncomfortable questions about what sits above the team. That is where the real transformation work is. #agile #agiletransformation #productdelivery #scrummaster

Unpopular opinion: the debate about remote vs office is the wrong conversation entirely. The real question is: are your people doing meaningful work in a way that is sustainable for them and valuable for the business? I have worked with fully remote teams that were disengaged and colocated teams that were thriving. And vice versa. The location is rarely the root cause. What actually moves the needle: - Clarity of purpose at team level - Psychological safety to raise problems early - Managers trained to lead outcomes, not attendance Focus on those and the where becomes far less important. #futureofwork #hybridwork #leadership #employeeexperience

We just wrapped a 6-month AI readiness assessment across 14 mid-market UK businesses. Here is what the data actually showed us: - 79% had data quality issues that would undermine any AI initiative before it started - Only 3 of 14 had a named AI governance owner - The firms that were furthest ahead had invested in people change FIRST, technology second AI transformation is not an IT project. It is an organisational capability shift that happens to involve technology. If your AI strategy lives only in your CTO's inbox, you are building on sand. Happy to share the full framework we used if anyone is interested. Drop a comment below. #aitransformation #digitaltransformation #ukbusiness

Three years ago I inherited a programme that was 18 months behind schedule and had burned through 60% of its budget. No scapegoating, no blame culture - we just mapped every dependency, reset the baseline, and rebuilt trust with our stakeholders one weekly stand-up at a time. We delivered on the revised date. Under budget. The biggest lesson? Transparency is not a soft skill. It is a delivery mechanism. If you are leading a struggling programme right now, my honest advice is to stop hiding the red. Show it, explain it, own it. Stakeholders can handle bad news. They cannot handle surprises. #projectmanagement #leadership #delivery

I speak to a lot of UK SME founders every month. The conversation in early 2024 felt like survival. The conversation now feels different. More people are investing in systems and processes. More are hiring deliberately rather than reactively. More are asking questions about what kind of business they actually want to build, not just how to get through the next quarter. That is not to say things are easy. Input costs are still challenging and finding the right talent remains hard in many sectors. But the mood has shifted from defensive to cautiously ambitious. For any founders building through this period: what is the one thing you have changed in the last 12 months that has had the biggest positive impact on your business? I will read every reply. #ukbusiness #sme #founders #businessgrowth #entrepreneurship

We replaced our legacy ERP with a cloud-based solution across 14 legal entities last year. Month-end close went from 12 days to 6. Consolidation that used to take a weekend now takes an afternoon. But the stat I am most proud of is this: our finance team now spends roughly 30% more time on analysis and business partnering than they did before. That is the real ROI of accounting technology. Not just speed. Not just cost reduction. The reallocation of human attention toward work that actually requires human judgement. If your finance function is still buried in reconciliations and manual journals, the technology to fix that almost certainly already exists. The harder question is change readiness. #accountingtechnology #fintech #cfoleadership #digitalfinance #erp

Just completed my PRINCE2 Agile recertification and it has genuinely changed how I think about governance in public sector projects. The biggest shift for me: understanding that PRINCE2 principles are not bureaucracy for its own sake. Business Case, Continued Business Justification, Managing by Exception. These are not tick-box exercises. They are the scaffolding that keeps large, complex programmes from drifting into irrelevance. Where I see teams go wrong is treating the methodology as a document-production exercise rather than a decision-making framework. If you are preparing for your PRINCE2 Practitioner exam or trying to embed the method in a real programme, I am happy to share my study notes and lessons learned. Just comment below. #prince2 #projectmanagement #publicsector #programmemanagement

Unpopular opinion: most organisations do not have an Agile problem. They have a prioritisation problem. I have worked with dozens of teams that have ceremonies, ceremonies, and more ceremonies. Standups, retrospectives, sprint reviews, refinement sessions. But ask the product owner to say no to a stakeholder request and suddenly the whole system seizes up. Agile does not work if everything is priority one. The Scrum Guide will not save you from a culture where saying no is career-limiting. Fix the prioritisation culture first. The ceremonies will start to mean something after that. What has been your experience? Am I being too blunt? #agile #scrum #productmanagement #agilecoaching

Hot take: the debate about remote vs office is the wrong conversation. The real question is: have you designed your work intentionally, or are you just replicating old habits in a new setting? I have seen fully remote teams that are disengaged and disconnected. I have seen hybrid teams where the office days are performative and exhausting. And I have seen both models work brilliantly when leaders actually thought about WHY people need to be together and WHAT they need to do when they are apart. Intentional design beats location every single time. What does intentional work design look like at your organisation? I would genuinely love to hear examples. #futureofwork #remotework #hybrid #organisationaldesign #leadership

We piloted a generative AI assistant across two of our back-office teams last quarter. 120 staff, real workflows, real data (properly governed). What we learned might surprise you: The technology was the easy part. Adoption was the hard part. People were not afraid of the AI. They were afraid of being judged for using it wrong, or being seen as lazy. Once we addressed the psychological safety piece, usage jumped from 34% to 81% in five weeks. The lesson: AI transformation is a change management programme first and a technology programme second. Invest accordingly. Happy to connect with anyone navigating similar challenges in financial services. #aitransformation #changemanagement #financialservices #genai

Three years ago I inherited a programme that was six months behind schedule and 40% over budget. No clear owner, no risk log, and a sponsor who had mentally checked out. Here is what turned it around: 1. Weekly 15-minute standups with every workstream lead (no exceptions) 2. A single-page dashboard that told the truth, even when the truth was uncomfortable 3. Re-contracting with the sponsor so expectations were reset and documented We delivered 11 months later, on revised budget, with a team that was actually proud of what they built. Project recovery is not glamorous. But it is one of the most valuable skills you can develop as a PM. If you are sitting in a troubled programme right now, feel free to drop me a message. Happy to share what worked. #projectmanagement #leadership #delivery

I work with a lot of UK SMEs and the ones navigating the current environment best have one thing in common: they made decisions about their cost base and their growth focus 12 to 18 months ago rather than waiting until pressure forced their hand. That is not luck. It is discipline. Reviewing your operating model when things are going well is uncomfortable because it creates urgency without a crisis to justify it. But the businesses doing that work proactively now are building the flexibility to move quickly when market conditions shift. If you are leading a business between 10 and 250 people, when did you last do a genuine review of where your margin is being made and where it is quietly being lost? #ukbusiness #sme #businessstrategy #leadership

Finance teams in the UK mid-market are sitting on a significant productivity opportunity and most of them do not know it yet. Month-end close processes that take 10 to 15 days can frequently be reduced to 5 to 7 with relatively modest investment in automation and data integration. We are not talking about a full ERP replacement. In many cases it is about connecting the systems already in place, automating reconciliations, and giving finance managers real-time visibility rather than waiting for batch runs overnight. The barrier is rarely technology. It is usually a lack of internal resource to scope and lead the change while running business as usual. If your finance team is stretched at month-end every month, it is worth asking whether that is a capacity problem or a process problem. #accountingtechnology #financeoperations #ukbusiness

Just completed a PRINCE2 7 refresher this week and I want to highlight something that does not get enough attention: the updated framework places a much stronger emphasis on sustainability and commercial considerations as core themes. This is not just box-ticking. For anyone delivering public sector or infrastructure programmes, embedding sustainability thinking at initiation stage rather than bolting it on at the end changes your risk profile and your stakeholder conversations significantly. PRINCE2 7 is also a much better fit with hybrid delivery environments than earlier versions. If you qualified before 2023 and have not looked at the updates, it is worth a few hours of your time. Happy to share my notes if useful. #prince2 #projectmanagement #programmedeliivery #ukbusiness

Hot take: most teams that say they are doing agile are doing agile ceremonies with a waterfall mindset. The sprint board looks right. The stand-up happens every morning. The retrospectives are on the calendar. But the moment something unexpected surfaces, the response is a change request, an impact assessment, and a three-week delay to update the plan. Agile is a mindset before it is a method. If your team cannot respond to new information without triggering a formal change process, the problem is cultural, not methodological. The ceremonies are the easy part. The hard part is building a team and leadership culture that genuinely values responding to change over following a plan. What has worked for you in shifting that mindset at the leadership level? #agile #agiletransformation #scrum

I have been in back-to-back workforce planning sessions this week and one theme keeps surfacing: organisations are planning for headcount but not for capability. You can hire the right number of people and still have the wrong skills mix for where your business needs to be in 24 months. The roles that will matter most in 2027 do not all exist yet in most job architecture frameworks. We need to move from workforce planning to workforce futures thinking. That means scenario planning, continuous skills mapping, and being honest about which capabilities you need to build internally versus access externally. Who in your organisation owns that conversation? #futureofwork #hrleadership #talentdevelopment

We ran a structured pilot using a large language model to draft internal risk summaries for our operations team. The outcome after 8 weeks: first-draft time dropped by 62%, reviewer correction rate settled at around 18%, and analyst satisfaction scores actually went up. Why did satisfaction go up? Because analysts stopped spending 3 hours writing boilerplate and started spending that time on the judgement calls only they can make. AI transformation is not about replacing expertise. It is about redirecting it. Has your organisation measured where skilled time is actually going before deciding where AI should fit? #aitransformation #financialservices #futureofwork

Three years ago I inherited a programme that was 6 months behind schedule and over budget by 40%. The first thing I did was not add more resources. I removed three unnecessary approval gates that were slowing every single workstream down. Bureaucracy disguised as governance is one of the most underestimated risks in large programmes. If your steering committee meets monthly but your delivery team needs a decision daily, you have a structural problem, not a people problem. Lesson learned: audit your process before you blame your people. What governance bottlenecks have you cleared out recently? #projectmanagement #leadership #delivery

Agile does not fail because the framework is broken. It fails because organisations adopt the vocabulary without changing the underlying behaviours. I see this pattern constantly: Stand-ups that are really status reports to the manager. Retrospectives that produce actions nobody owns. Sprints that are just mini-waterfalls with a Jira board on top. True agility requires psychological safety, genuine empowerment at the team level, and leadership that tolerates learning through failure. Those are cultural attributes. No methodology installs them for you. Before your next sprint planning session, ask yourself: does the team have real authority over how they work, or just the illusion of it? That one question has a way of cutting through a lot of noise. #agile #scrummaster #organisationalchange #futureofwork

Passed my PRINCE2 Agile Practitioner exam last week and I want to share one thing that shifted my thinking completely. I used to see PRINCE2 and Agile as sitting in tension. Structured governance versus iterative delivery. Command and control versus self-organising teams. The PRINCE2 Agile framework reframes this as a spectrum rather than a binary choice. You scale the rigour of governance to the level of risk and complexity, and you let delivery teams choose the most appropriate iterative approach within that boundary. For large public sector programmes where accountability and audit trails are non-negotiable, this is genuinely the right model. Agile alone can struggle to satisfy the oversight requirements. PRINCE2 alone can be too slow for the pace of change. The combination, applied thoughtfully, gets you both. Anyone else working in environments where you need to balance both frameworks? I would value the conversation. #prince2 #projectmanagement #publicsector

The most common Agile anti-pattern I encounter in 2024 is what I call 'ceremony without intent'. Teams holding daily standups where nobody actually updates blockers. Sprint retrospectives that produce a list nobody looks at again. Backlog refinement sessions where the same tickets appear week after week. Agile ceremonies exist to surface information and prompt decisions quickly. When they become calendar fixtures that people endure rather than tools people use, you have lost the point entirely. A simple diagnostic: after your next retrospective, ask the team to name one concrete thing that will be different next sprint as a result of today. If nobody can answer confidently, the ceremony needs redesigning, not more enforcement. What is the one Agile practice your team has genuinely made your own rather than just following by the book? #agile #scrummaster #continuousimprovement

Hot take: the four-day week debate is missing the real question. We keep arguing about the number of days rather than asking what we are actually optimising for. Productivity? Wellbeing? Retention? Innovation? These do not all point to the same answer. The companies I have worked with that report the highest employee satisfaction are not necessarily working fewer hours. They are working with greater autonomy over when and how those hours happen. Flexibility consistently outranks compressed hours in the employee surveys I see. People want control, not just less time at a desk. If you are designing your organisation's working model right now, start by asking your people what friction costs them the most energy. The answers will surprise you. #futureofwork #hrleadership #employeeexperience

We piloted a generative AI assistant for our internal compliance document review team six months ago. Here is what actually happened versus what we expected. Expected: 40% time saving. Actual: 27% time saving in month one, rising to 51% by month four as the team learned to write better prompts and restructured their review workflow around the tool. Expected: resistance from senior reviewers. Actual: senior reviewers became the strongest advocates once they realised it handled the repetitive pattern-matching and freed them for genuine judgement calls. Expected: one round of change management. Actual: ongoing. AI adoption is not a project with an end date. The organisations winning at AI transformation right now are treating it as a capability building programme, not an IT deployment. That mindset shift is everything. #aitransformation #financialservices #changemanagement

Three years ago I nearly burned out managing six concurrent programmes with spreadsheets and email chains. Today our team runs everything through a single integrated platform, has clear RAG statuses visible to every stakeholder, and our on-time delivery rate has jumped from 61% to 84%. The tool did not do that. The discipline did. Technology only amplifies whatever habits you already have. If your governance is weak, automation just surfaces the chaos faster. If your communication cadence is strong, the right platform genuinely multiplies your impact. What process change made the biggest difference in your delivery performance this year? I would love to hear from fellow PMs in the comments. #projectmanagement #leadership #delivery

We automated our month-end close process eight months ago. Here is an honest update: The good: reconciliations that took 3 days now complete overnight. Error rates are down significantly. The team has capacity they never had before. The harder truth: we underestimated the change management piece entirely. Two experienced team members felt their roles had been made irrelevant overnight. We had not communicated well enough, early enough. We course-corrected. Both colleagues are now leading the next phase of the transformation. But we nearly lost them. Technology implementation without people strategy is just expensive disruption. Anyone else navigating this in a finance function right now? I would genuinely value the conversation. #accountingtechnology #futureofwork #aitransformation

I passed my PRINCE2 Practitioner exam in 2009. I have re-certified twice since then and completed the PRINCE2 7 update last autumn. Here is what I tell every junior PM who asks whether it is worth the effort: The certificate is not the point. The discipline is. PRINCE2 teaches you to ask 'why are we doing this?' before asking 'how do we do this?' That single habit has saved more projects in my career than any Gantt chart ever did. With the latest version now embedding sustainability and stakeholder considerations more deeply, the framework has genuinely moved with the times. If you are sitting the exam this year, feel free to drop me a message. Happy to share resources. #prince2 #projectmanagement #ukbusiness

Three years ago I managed a team of 12 across four time zones using sticky notes and a shared spreadsheet. Today the same scope of work runs through an AI-assisted project dashboard that flags risks before I even open my morning coffee. The tools have changed dramatically. But the fundamentals have not. Clear ownership. Honest status updates. A team that trusts each other enough to say 'this is slipping' without fear. AI can surface the data. It cannot build the culture. That part is still very much a human job. What is the biggest cultural shift your team has had to make as your tooling has evolved? Would love to hear your experiences below. #projectmanagement #futureofwork #aitransformation