You’re not lacking expertise.
You’re lacking traction. And that's fixable.
The people I work with are highly capable.
They know their subject. They’ve done the work, put in the hours, and they've become used to being the expert.
But their success now depends on something different: Influencing people - often people they don’t manage - aligning across functions, and working in environments where expertise alone isn’t enough.
And that's where things start to break down.
Experts are trained to be right.
They’re trained to analyse, validate, and prove.
So when something doesn’t quite land, they do what they’ve always done: They explain more, they add more detail, and they double down on facts, figures, and logic.
But those things alone don’t move people.
People move based on how they interpret - and feel about - what’s in front of them.
And that’s where experts can lose people.
When your job involves influencing people, being right is no longer enough.
You’re working through people with different - often competing - priorities and agendas, strong personalities, and unspoken dynamics.
And you’re expected to influence through all of it; without ever being taught how.
Everything - every reaction, every decision, every moment of resistance - is driven by assumptions. Most of them are unexamined, inaccurate and unhelpful. And those assumptions directly shape how you act and interact with others. That means they shape your ability to influence; and the outcomes you get.
Change your assumptions. Change your influence.
The One Assumption Method™
A practical method of influence that changes how you interpret people, so you change how you show up - and what happens next.
Catch
Question
Confirm
Commit
It’s simple. But it’s not easy.
Because it requires you to challenge how you think; not just what you know.
A bit about me
Before this, I spent over two decades in senior commercial leadership roles in global organisations. I worked alongside - and led - large teams of scientists, clinicians and subject matter experts. I was accountable for results that impacted the entire organisation.
Over the years, I saw the same pattern again and again: Highly capable people held back not by what they knew, but by how they showed up.
That’s the work I do now.
What I do
I work with experts whose success depends on their ability to influence others - often without formal authority.
They don’t need more knowledge or more theory. They simply need to understand - and apply - the human dynamics that drive better outcomes through people.
How I work
This isn’t about being softer, more agreeable, or ‘managing’ relationships with stakeholders. It’s about being clear, deliberate, and understanding what actually drives human behaviour.
No fluff. No scripts. No performance.
Just practical, down-to-earth influence.
