We keep pretending that slow decisions are thoughtful decisions. Usually they are not. Usually they are fear, dressed up as governance.

6 min read

When I was young I used to take apart my father's electronic devices. I was very good at the taking apart. The putting back together was considerably less successful. That curiosity never left — it just found better outlets.

3 min read

I cook the way I think about everything else — with too much mise en place, strong opinions about sequencing, and a genuine belief that the difference between a good meal and a great one is almost always about what you do before you start.

2 min read

I was introduced this way once, in Oman. Before any professional context was offered, my colleague turned to the man we were meeting and said simply: Abu el Banat. Father of daughters. That was enough.

1 min read

The British Army figured out something important a long time ago: you cannot control everything, so stop trying. Mission command and the OODA Loop are the two frameworks I have carried from military operations into every product and technology organisation I have worked in.

1 min read

started in environments where standards were non-negotiable and performance was collective. Rugby. The military. Places where trust and accountability were not values on a wall — they were the difference between winning and not. That mindset has shaped every team I have built since.

3 min read

After two decades in product and technology, I'm doing something completely different. Except it isn't different at all.

4 min read

The British Army has used the same 7-question decision framework for decades. I've spent years adapting it for product organisations. Here's why you need a playbook — and what mine looks like.

6 min read

Twenty years of leading under fire, on the pitch, and in product organisations. What I've learned, what I've unlearned, and where I'm still going.

7 min read

What fighter pilots can teach product teams about fast decision making

4 min read