Emotional Intelligence as AI’s Counterweight

71% of leaders report heightened stress from AI transformation. Here's what's really happening—and what to do about it.

Procurement isn't judged by savings alone anymore — but most organisations still measure it that way. This article explores how procurement leaders create real business value through risk management, speed, innovation, and cross-functional influence, and how to make that shift visible at the executive level.

Most supplier risk systems don't fail because they're wrong — they fail because they measure the past. This article explores how to spot the signals that predict supplier failure, why lagging indicators dominate procurement risk, and what I learned from one missed shutdown that changed my approach to risk forever.

Legacy isn't what you build — it's what you change in other people. This article explores how leadership legacy forms through everyday decisions, developed people, and systems that outlast you — and how to shape it deliberately without turning it into a performance.

Crisis doesn't test how much you know — it tests how well you decide without knowing everything. This article presents a practical framework for leaders operating at 70% certainty, covering how to communicate decisively and turn uncertainty into momentum rather than paralysis.

The hardest career transition isn't changing roles — it's changing identity. This piece reflects on the shift from technical expert to people leader: what it costs, what it creates, and how to grow into responsibility without abandoning what made you effective in the first place.

Great managers don't just get work done — they develop people who can lead without them. This article lays out a practical framework for turning daily responsibilities into leadership capability, and how to know when your team is ready for more.

Modern leadership rarely comes with formal authority — especially in procurement. This article lays out a practical playbook for influencing decisions, aligning stakeholders, and driving outcomes when your responsibility far exceeds your direct control.