As a consultant, there are many tasks that come with the role but updating my CV ranks among my least favourite. Yet it's such an important sales document it simply has to be done. And here's the thing: it's never just one CV. You need multiple versions, each serving a different purpose. The Long CV showcases all my key experience and successes, demonstrating both what I've accomplished and what I'm capable of. The constant worry? Have I included so much detail that readers lose interest halfway through and forget how brilliant I am? The Summary CV distils everything into a single, powerful page. But I'm always second-guessing myself: have I omitted that crucial piece of experience that would land me that fascinating role I'm eyeing? (For me, interesting work trumps day rates every time.) Or worse, have I left out something that could help win a project that benefits not just me, but an entire team? The Pen Portrait condenses my entire professional identity into just a paragraph or two

Alongside my consulting expertise, I'm also a qualified executive coach—but perhaps not for the reasons you might expect. While I do offer coaching services when I believe I'm the right fit for the role, my primary motivation for obtaining this qualification was to enhance the complementary skills it brings to my consulting practice, allowing me to deliver even greater value to my clients. The synergy between these disciplines runs deeper than many realise. Both coaching and consulting share fundamental requirements that are critical to achieving successful outcomes: 1. Building Strong Relationships Whether working with key stakeholders in consulting or establishing rapport with a coaching client, the foundation remains the same: trust, clear boundaries, and open, honest communication must be established from the outset. These elements are essential for success in either field 2. Uncovering the True Objectives Both areas require cutting through initial assumptions to identify what clie

I have just led the successful mobilisation of one of this year’s largest facilities management contracts ( worth hundreds of millions of pounds) covering a large and diverse estate for a diverse organisation Whereas I am not going to say this has been easy or straightforward the following five steps have been key to success: 1. Great People By having the right people working with and for me, we have been able to deliver the right tasks to the right standard at the right time 2. Working with the Service Provider The Service Provider also wanted a successful mobilisation and a great platform to build on during the life of the contract therefore understanding what matters to them, their risks, issues and concerns was key. In this case the Service Provider exceeded my expectations 3. A robust specification with strong milestones I took great care to define the requirements for mobilisation and ensure they were issued in the tender so the Service Provider knew what to expect during mobilis

I am currently leading the mobilisation of a large facilities management contract, something that many who have carried out will know can be a really difficult and challenging process but one that is so important as it acts as a foundation for and sets the tone for the whole of the contract throughout its life The main factors in the success of a mobilisation are firstly planning and making sure that what you want in the mobilisation is as clearly specified as the maintenance of air conditioning or how you want a building cleaned but also having the right team is essential On my current project, I am very fortunate to be working with some great people with my client, my service provider and Incendium Consulting who are committed to making sure that the right service will be delivered at day one and between us we have worked closely to ensure that we all know what is needed and how we can deliver it. This makes such a difference and reduces risk significantly