Non-Executive Director

Technology has become material to the board's risk register, but no one at the table can interrogate it independently. AI is being adopted faster than it is being governed. An acquisition, a transformation, or a regulatory change is approaching, and the board's view of its technology position rests entirely on what the executive team chooses to present.

A board that cannot interrogate its own technology dependencies cannot govern the risks they carry.

Challenge and support, in that order when it matters. Stress-testing technology assumptions against the commercial thesis. Audit and risk committee input on cyber resilience, data sovereignty, and vendor dependency. Technology scrutiny on acquisitions. AI governance that goes deeper than policy documents. The role is to ensure the board understands the trade-offs it is authorising — not merely the recommendation it is approving.

A director who translates technology into commercially legible judgement without simplifying it into uselessness. Questions that change what gets signed. An independent view the executive team respects because it comes from someone who has sat on their side of the table for thirty years.

Technology stops arriving at the board as a finished recommendation and starts arriving as a decision the board genuinely makes — with the risks named before they are authorised, not after they have matured.

Thirty-seven years in technology across seventeen sectors, from computer operator to Group CTO. A former CISO. Active fractional CTO practice advising PE-backed businesses and scale-ups at Series A–C. Author of a published trilogy on technology governance, human agency, and digital security.