I’ve spent more than 20 years solving complicated problems, building things and making them work.

Most of my professional career has been in global mobility, relocation, international operations and complex projects. I’ve worked with some of the world’s biggest organisations, helping them move people across borders, build international services, improve struggling operations and deliver projects involving lots of countries, stakeholders, suppliers and moving parts.

And when I say international, I really do mean international. My work has covered EMEA, the Americas and APAC, and I’ve led teams and operations across the UK, USA and India. I helped establish a global shared-services operation in Bangalore, opened a Middle East office in Dubai, built international supplier networks and led the design and relocation of a multi-million-pound London headquarters in Canary Wharf.

Over the years, the projects have been pretty varied. I led the relocation strategy for clients through the London 2012 Olympic Games, work which received the Re:locate Award for Best Policy and Strategy. I’ve built a global mobility consultancy from the ground up, led major offshore transformation programmes, developed global operating models, supported the recovery of around $13m in aged relocation revenue, and more recently worked on the development of a global quality programme for one of the world's largest relocation businesses.

The common thread isn't really relocation. It’s figuring things out. Understanding what the actual problem is, turning something complicated into a plan, getting the right people around the table and then seeing it through. That is the part of the job I've always enjoyed most.

There’s another part of my life that probably explains quite a lot about how I work, too. Alongside my corporate career, I’ve spent more than a decade making theatre. I founded Proforça Theatre Company, and I write, direct and produce new work as well as running projects, productions and teams. Theatre and consultancy might look like two completely different worlds, but there is a surprising amount of overlap. Both involve starting with an idea or a problem, working with talented specialists, managing finite budgets and immovable deadlines, dealing with the unexpected and somehow getting everyone to opening night.

It has also made me a better consultant. I’m comfortable moving between the strategic and the practical, between a boardroom conversation and actually getting something delivered. I like ideas, but I’m much more interested in what happens when you try to make them real.

That is why I decided to branch out on my own. Smaller and growing businesses often face genuinely complex challenges but don’t necessarily need another permanent senior hire or the machinery of a huge consultancy. Sometimes they need somebody experienced who can come in, understand what is going on, work out what needs to happen and take responsibility for moving it forward.

I don’t pretend to know everything. I’ve spent two decades building relationships with brilliant people around the world, and where specialist expertise is needed, I know how to find it and bring it together. What clients get from me is experience, curiosity, judgement, a very practical approach and somebody who cares about getting the job done properly.

And, where possible, I think we should enjoy ourselves while we’re doing it.