The proposition is the practice. The proof is the person.

Established depth in digital strategy, transformation leadership, IT governance and board engagement, much of it in regulated environments. That advisory work now sits alongside operating accountability: as Founder & CEO of an enterprise-scale AI/IoT platform, Ian carries direct responsibility for strategy, data, suppliers, cost and governance. The two vantage points rarely meet in one person.

That combination is the point. Most technology advice comes from people who have designed a strategy or a control but never had to make an organisation work differently afterwards. The harder question is never what good practice requires; it is whether a business can operate under it — a question about decision rights, operating models, investment discipline and what an organisation can absorb while it is still trying to grow. Having been accountable on the delivery side, Ian starts there.

AI raises the same question at greater speed. It reaches teams, suppliers and decisions before oversight catches up, and a framework or a policy on its own tells a board nothing about whether risk is actually controlled. AI-specific governance is an active specialism in development — built on the established foundation, not in place of it. The distinctive contribution is turning that complexity into structure a board can actually govern: a coherent digital strategy, clear decisions, and controls that hold under real conditions.