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Every role I've taken has taught me to see complexity through a different lens.
Teaching taught me how people learn and communicate.
Software development taught me how ideas become reality.
Innovation showed me how people respond to change.
Product taught me how decisions become priorities.
Strategy taught me that the hardest problems are rarely the ones organisations think they're solving.
Individually, those experiences don't explain much, but together, they've entirely shaped how I think.
I've become suspicious of certainty.
I was interested in what technology revealed about people and how it changed their behaviour. That changed everything.
Over the following years I became less interested in designing individual products and more interested in helping organisations make better decisions.
Whether working with McLaren, No7 Beauty Company, Salesforce or early-stage ventures, I found myself doing remarkably similar work. Helping leadership teams understand the problem before rushing towards a solution. Looking beneath assumptions. Connecting ideas that seemed unrelated. Helping groups of people build a shared understanding before investing in change.
The industries changed. The questions didn't.
Which brings us to one/o/three
Today, one/o/three is where everything I've learned comes together.
It's a place to work with organisations facing complex decisions, where the way forward isn't immediately obvious and thoughtful thinking matters more than quick answers.
The work is practical.
But underneath it is the same fascination that first appeared in a classroom many years ago.
How do people make sense of complexity?
How do they make decisions?
What helps them change?