I spent twenty years inside large organisations, mostly in the middle of change that had to work. adidas, Philips, Heineken, Unilever, JDE, Nike, LyondellBasell and Accenture. ERP and planning system deployments across regions, global business services builds and transitions, programme and portfolio management, and setting up PMOs from scratch. I have also run my own consulting practice and worked as a consultant inside other people's, which means I have seen this from both chairs.

What that gives me is not a theory about AI. It is a fairly clear memory of what happens when a well designed system meets an organisation whose work was never redesigned around it. The system is fine. The plan is fine. And six months later the numbers are flat and everyone is being polite about it.

That is happening now at scale with AI, and the pattern is familiar enough to be predictable.

Why the framework is called HUMAN

Because the people are the ones doing the changing. Every stalled adoption I have looked at traces back to something human that was never addressed: a role that shifted without anyone naming it, a boundary nobody drew, a question people did not feel able to ask, a capability nobody built.

Get those right and the technology mostly takes care of itself. Get them wrong and no number of licences will rescue the programme.

How I work

Directly, and with respect for everyone in the room. I would rather tell you on the first call that you do not need me than sell you a programme you will not finish. I work with leadership and with the teams around them, because adoption is decided in both places and the two views are rarely identical.

I advise independently, which means you get me rather than a pyramid. Based in Porto, working across Europe, in English, Greek and increasingly in Portuguese.