The Jordan growth plan
A $2.5 billion brand’s five-year plan to grow beyond basketball, beyond men’s, beyond footwear and beyond North America, and the organisation built to deliver it.
Evidence
Proof, not promises.
Selected case studies from my career: the problems solved, the approach taken, the results. Grouped by the problem they answer.
Strategy into growth
Building Nike’s digital organisation
How Nike turned a coalition of digital teams into one organisation, and helped lay the foundations for digital growth of 25%, then 35%, then 47%.
Complex transformation, end to end
Reshaping Shell’s Downstream business
Redesigning a business of tens of thousands of people, mid-pandemic, and taking about $1 billion of structural cost out of it.
Designing the system that runs the change
How two people from different parts of a 90,000-person company designed one system for managing all of its change, and why a blueprint that spans reporting lines is the hard part.
Operating-model redesign and simplification
Taming complexity at global scale
How a global enterprise made simplification a movement rather than a programme: 80 company-wide, 800 more inside countries and functions, and 12,000 people with a simplification goal of their own.
AI adoption and upskilling, enterprise-wide
Enterprise AI adoption at Sanofi
How Sanofi’s top 150 learned data and AI by applying it to their own businesses, and how the design carried to the whole organisation.
Talent, learning and succession
Building Nike’s talent engine
How a newly centralised learning function became NikeU: a curriculum designed by capability and delivered by region, an in-house platform, and a manager standard the chief executive signed.
Skills-first at Sanofi
How I sponsored Sanofi’s move from separate competency frameworks to one skills language: the ownership, the partner, and the programme the team carried on after I left.
Organisational health and the capacity to lead
Creating Space to Lead
How a 90,000-person enterprise set out to have fewer but better managers, treating organisational health as an accountability opportunity rather than a headcount exercise.