You'll work with the team on this page.

Jo works with chief executives and the teams around them, often in regulated organisations where a change of direction has to work across compliance requirements, multiple countries and a lot of organisational history. She was Head of HR for Goldman Sachs in France and Switzerland and spent sixteen years leading change inside investment banks. That means she has had to make change happen with a board watching, not simply advise on it from the outside. Her focus is on what leaders do differently in practice: the decisions they make, the signals they send and what their people take from watching them. She speaks regularly on leadership and performance.

Derek works with leadership teams that are under regulatory pressure while also having to adapt to new ways of working. His focus is on making culture change show up in the numbers a board recognises, not just in how people describe the organisation. He spent twenty years running large, complex operations before co-founding Culture Consultancy, including as Head of Customer Service at AXA, where he led high-volume work with tight margins and thousands of customer conversations every day. He co-wrote Building a Culture of Innovation, named a top five CMI Management Book of the Year in 2017.

Andy designs and tests the structures, governance and operating models that let good decisions turn into good work. He does this alongside the people who'll actually run it, testing how decisions get made, work gets allocated and technology gets adopted before anyone has to rely on it.

His background spans technology change, economic analysis and operating model design across financial services, healthcare and the public sector, in the UK and internationally. He moves between board level thinking and what a team does day to day so that impacts and assumptions can be surfaced. He has worked across very different institutions, from the FCA and Bank of England to the NHS and Sodexo. That work has improved how financial services are supervised, reduced stroke and trauma mortality with the NHS, and lifted productivity while avoiding tens of millions in cost.

Emma Rose helps organisations figure out how they need to operate day-to-day, and how they need people and AI to behave, then turns these into reality. She gets into the weeds of what this means for how a team runs a meeting, makes a decision or handles a customer. Her background spans system implementation, cultural transformation, experience strategy and brand design, across financial services, pharma, technology and consumer sectors, in the UK and internationally. This breadth means she can shape an idea and then make it stick in everyday work. Ever the pragmatist, she cares about setting people and their AI up to succeed, not just the organisation.

Ed is the person asking the questions other people haven't thought to ask. A business psychologist and former strategy director, with a former career as a BBC journalist, he specialises in understanding what's really going on in organisations, and turning that insight into practical change.

He's particularly useful for messy organisational problems: getting people behind what matters; changing how work gets done; and making work better for employees and customers.

Ed brings together psychology, strategy and nearly 20 years' senior experience to understand what shapes how people behave and perform, and what needs to change.

He has an MSc in Organisational Psychology, is a Certified Business Psychologist and is accredited in Hogan, Lumina Spark and Lumina Leader.