I’m an art school graduate who ended up running a record label in Lisbon before finding my way into PMO. Not the most obvious path, but looking back, the thread is obvious. I’ve always been drawn to complex, moving-parts problems and I’ve always wanted to work differently.

I joined my twin sister Jools at RedWizard in 2017 — and if you know Jools, you’ll understand why someone with a head for detail and an eye for the practical was probably needed.

I came to RedWizard from teaching, where I spent years watching people navigate change with very little support. Academy restructures, new leadership, shifting priorities — and almost no thought given to how the people in the middle of it all were supposed to feel, adapt, or succeed. That experience stayed with me. It’s probably why I instinctively look at any workforce transformation through the eyes of the person it’s happening to, not just the organisation driving it.

That human lens shapes everything I do at RedWizard. I lead on operations and service development, making sure that what we promise actually works in practice — and that clients build real capability, not just compliance. I’m also passionate about education as a tool for change. When people understand why something matters and how to navigate it, everything shifts. That’s the thinking behind Educate 2 Enable, our growing library of training content and resources for workforce professionals.

People growing into their potential — whether that’s a manager learning to lead a blended team or an organisation finding its feet with extended workforce governance — that’s what gets me up in the morning.

I’ve been in change management long enough to know that the smartest programme in the world fails if the people it’s designed for don’t want to use it. That’s not a people problem. That’s a design problem.

I joined RedWizard three years ago because this is where change management gets interesting. Extended workforce programmes touch so many different people — managers, workers, procurement teams, HR — and every one of them experiences it differently. Getting that right matters.

My approach starts with the end user, every time. Before anything gets designed or built, I want to know what people actually need, what’s getting in their way, and what would make the compliant path feel like the obvious one. I’m currently leading a training programme implementation at a global pharma, and the first thing we did was bring a group of high-volume managers into the room — not to tell them what was coming, but to understand what they already had and what they actually needed. Those same managers are now our change champion network. That’s not a coincidence.

I specialise in making complex programmes feel intuitive. When people naturally choose the right path, compliance follows. So does adoption. So does value.

As a mum of two young children, I know exactly what it feels like to be time-poor, overstretched, and handed yet another process to follow. That perspective keeps me honest about what “user-friendly” actually means in practice.

I’ve spent more than 20 years helping organisations navigate change, governance and transformation. During that time I’ve seen PMO at its best, acting as a strategic partner that supports decision-making, investment management and organisational agility. I’ve also seen PMO at its worst, producing reports nobody reads and processes nobody values.