I haven’t stepped away from the reality of production. I work daily as a Quality Manager and ICT Manager in heavy industry, and my training is based on what happens on the ground now — not on consultancy theory from a decade ago. For that reason I take on a limited number of assignments at a time.
Developing quality and environmental systems
For: small and mid-sized industry whose ISO 9001 or ISO 14001 system needs implementing, updating or a new direction.
What it solves: the gap between documentation and daily work. A system that gets used mid-task — not in the week before an audit.
How it runs: mapping the current state, building or renewing the system, training the staff, audit readiness.
Cyber security training for staff
For: organisations where the technical controls are in place but the human risk is still open.
What it solves: recognising phishing, password practice, unclear responsibilities — and making sure guidance is actually followed.
How it runs: a training day or series, built around the risks in your operating environment. Grounded in the Specialist Vocational Qualification in cyber security (2026) and daily responsibility for an ICT environment.
Operational command under incomplete information
For: supervisors and teams who have to decide mid-situation — during a disruption, a change or a crisis.
What it solves: how to hold situational awareness together when information arrives in fragments, how responsibility is shared, and how work keeps moving without everyone waiting on one decision-maker.
How it runs: a workshop or exercise. The content comes from command point work in the Voluntary Rescue Service, where these things are resolved for real rather than as case studies.
Rolling out change and building commitment
For: organisations where a new way of working, system or instruction exists — but isn’t being used.
What it solves: the difference between compliance and commitment. Change handed down from above goes unused by exactly the same logic that keeps a volunteer from turning up: it doesn’t feel like theirs. When the people doing the work help shape it, they don’t need to be talked into following it.
How it runs: participatory workshops where the way of working is built together with whoever will use it. The method comes from a volunteer organisation, where there is no authority to give orders at all and motivation has to be built on what people already have.
Business continuity and preparedness
For: companies that want to know they will cope even when a system goes down, a supplier disappears or the power goes out.
What it solves: operational resilience. Risk mapping, continuity plans, disruption exercises and management training — built on the frame of your ISO management systems.
How: see the dedicated page: Business Continuity and Preparedness.
Getting started
Tell me briefly what your situation is. We’ll look together at whether one of these fits, or whether something else is needed — and if I’m not the right person to help, I’ll say so directly.