Who We Are

---

My journey has been shaped by helping organisations deliver complex technology and operational change — and learning, first-hand, what happens when governance, risk and financial control are either clear or missing altogether.

Over the past 18 years, I’ve worked across the public sector, consultancy in the Big4 ad financial services, leading portfolio and programme assurance and partnering closely with executive teams. Along the way, I’ve seen how strong control environments turn strategy into outcomes — and how weak ones quietly derail even the best of intentions.

Much of my experience comes from being deep in delivery. I’ve led programme health checks, overseen SDLC governance and carried out portfolio reviews where clarity was urgently needed. Some moments stand out: I led an FSMA Part VII programme to completion in just nine months by aligning governance across multiple workstreams and maintaining open, continuous engagement with regulators. I also mobilised and managed the Programme Management Office for the Glasgow 2018 European Championships, coordinating a business area of around 350 people, delivering on time, 7% under budget, and contributing to £144m in realised benefits.

Throughout my career, I’ve focused on strengthening finance and technology controls in ways that actually work in practice. That’s included achieving clean audit outcomes, introducing ERP purchasing controls and third-party risk management, and building PMO maturity frameworks and UAT scripts that teams genuinely adopt — not ones that sit on a shelf. Whether working in agile or waterfall environments, my approach has stayed consistent: make risks visible, keep controls simple but effective, and support teams to deliver sustainably.

More recently, my journey has expanded to include my work as an ADHD Coaching practitioner. That lens has changed how I show up as a leader and advisor. I now integrate neurodiversity-aware tools into assurance and delivery — helping people structure work, manage attention, prioritise clearly and maintain momentum. The result is work that feels more human: less friction, better habits and stronger performance.

Along the way, I’ve built a solid professional foundation, including qualifications in CISA, MSP (Foundation & Practitioner), M_o_R, PRINCE2, ISO 9001 and ISO 27001 auditing, alongside marketing modules that strengthened how I communicate change.

If you’re navigating complex delivery, regulatory pressure or an under-performing change portfolio, my role is simple: to bring calm structure, honest challenge and practical support — so progress feels achievable and confidence is restored.

My journey into technology and change delivery started with a fascination for how software can solve real-world problems — and a growing awareness of how easily good ideas can fail without the right structure, leadership and delivery discipline.

For more than a decade I’ve worked across software engineering, business analysis and delivery leadership. I’ve supported organisations at every stage of the journey, from shaping early concepts through to delivering complex, business-critical solutions. What’s mattered most throughout is turning strategy into something practical, achievable and genuinely valuable.

My background in software engineering gives me a strong technical foundation, but my work has always sat at the intersection of business and delivery. Holding a BSc (Hons) in Software Engineering allows me to bridge that gap comfortably — translating business goals into workable solutions and supporting teams across the full software development lifecycle, from analysis and design through to delivery, risk management and change.

Before founding Lamlash Consulting, I led software development and project delivery for a Glasgow-based company specialising in bespoke, cloud-based solutions. That experience shaped much of how I work today. I led multidisciplinary teams, introduced pragmatic delivery and governance frameworks, and worked closely with clients to ensure solutions worked not just technically, but operationally and commercially too.

Along the way, I’ve held senior roles spanning software engineering management, agile delivery, and programme leadership, working with organisations across the UK and internationally. Each role reinforced the same lesson: successful delivery is as much about people, clarity and trust as it is about technology.

Today, through Lamlash Consulting, I work with organisations looking for an experienced, down-to-earth partner — someone who can help stabilise delivery, improve capability, manage risk and deliver meaningful change without unnecessary complexity. My approach is collaborative and honest, focused on building solutions that are robust, valuable and built to last.

I’m always open to a conversation — whether you’re facing delivery challenges, exploring new ideas, or simply want to sense-check an approach. My aim is to help make complex change feel clearer, calmer and more achievable.

Lamlash Consulting Ltd was born out of shared frustration on lack of delivery.  As we experienced delays, challenges and poor risk management in our previous roles, we decided that best way to overcome these challenges was to offer out solutions.  

Our digital transformation services help you embrace the latest technologies and trends to stay ahead of the competition. We offer a range of services, including digital strategy, user experience design, and application development to help you achieve your goals.