I help organisations strengthen the human foundations of performance: trust, psychological safety, responsibility, belonging and purpose.

That might mean helping a leadership team build greater trust, improving communication and collaboration across an organisation, creating a culture where people feel able to speak openly, or understanding what may be getting in the way of engagement and performance.

The starting point is always the same: understanding what is happening in your organisation and what you would like to change.

My methodology is built around the Jakob Holm Trust Framework, which looks at five interconnected dimensions of organisational culture:

Trust. Psychological Safety. Responsibility. Belonging. Purpose.

Rather than treating trust as an abstract value, I look at how it shows up in everyday organisational life: how decisions are made, how people communicate, how disagreement is handled, how responsibility is distributed, how leaders behave and whether people feel connected to a shared purpose.

Depending on the engagement, I combine qualitative conversations, diagnostic tools, observation, workshops and facilitated dialogue to identify patterns and turn them into practical action.

There is no single format.

I work through keynotes, workshops, facilitated conversations, leadership sessions, diagnostics and longer-term advisory programmes.

Some organisations bring me in for a single session. Others want support over several months. We agree the format according to what you are trying to achieve rather than starting with a predetermined package.

Work can be delivered in person or online, although I particularly value the quality of conversation that happens when people are together in the same room.

Usually, we start with a conversation.

I want to understand your organisation, what is working well, where you see challenges and what you would like to achieve.

For a workshop or keynote, that initial conversation may be all that is needed to tailor the session.

For a deeper organisational engagement, I may begin with a diagnostic phase involving confidential conversations, a Trust Check-In, surveys or other forms of organisational listening. We then identify the most important themes and agree where intervention would have the greatest value.

From there, the work might include leadership sessions, team workshops, facilitated conversations and ongoing advisory support.

Absolutely.

Not every organisation needs a transformation programme. A keynote, workshop or facilitated conversation can be an excellent way to introduce a new perspective, start a conversation or give a leadership team space to think differently.

These sessions are always tailored to the organisation and audience rather than delivered as generic presentations.

The Trust Check-In is a focused way of taking the temperature of trust within a team or organisation.

It explores where trust is strong, where it may be under pressure and what people experience in relation to psychological safety, responsibility, belonging and purpose.

It can work as a standalone intervention or as the starting point for a broader piece of work.

No.

Leadership behaviour is enormously important in creating organisational culture, so I frequently work with CEOs, senior leadership teams and people leaders.

But trust is relational. Sustainable change therefore often involves working with teams and employees across different levels of an organisation.

The right mix depends on what we are trying to achieve.

I can work with anything from an individual leadership team to a much larger organisation.

With larger organisations, I will often work with a particular leadership team, function, division or group first rather than trying to change an entire organisation at once.

The important question is less about organisational size and more about where the work can have meaningful impact.

My approach is deliberately cross-sector because trust is fundamental wherever people have to work together.

I work with private businesses, public-sector organisations and purpose-led organisations, with particular relevance to leadership, organisational development, people and culture, transformation and team effectiveness.

My own background spans business, academia and diplomacy, so I am comfortable working across very different professional environments.

No. A healthy culture matters in its own right, but my work is explicitly connected to organisational performance.

Trust affects whether people share information, challenge assumptions, admit mistakes, take responsibility, make decisions and collaborate effectively.

This is why my central proposition is simple: Performance follows trust.

The objective isn't to make organisations “nicer”. It is to help create cultures where people can perform at their best.

Quite the opposite.

High-trust cultures require clarity, responsibility and accountability. Trust does not mean avoiding difficult conversations or lowering expectations.

 It means giving people appropriate autonomy while being clear about what they are responsible for—and creating an environment where problems can be discussed openly rather than hidden.

Partly.

Growing up and working in Denmark has strongly influenced how I think about trust, equality, autonomy and hierarchy. Denmark provides some useful examples of what high levels of societal and organisational trust can make possible.

But I don't believe Danish practices can simply be transplanted into another organisation or culture.

I use them as inspiration and as a different lens through which organisations can examine their own assumptions and practices. The objective is not to make your organisation Danish. It is to discover what a high-trust culture should look like for you.

I don't arrive with a large team, a predetermined model and a presentation telling you what your organisation should look like.

My approach is deliberately human and conversational.

I listen first. I ask questions. I look for patterns. I create spaces where people can say things that may otherwise remain unsaid. And then I help translate what we discover into practical organisational action.

I see my role as working with an organisation rather than doing something to it.

That depends on the engagement and what we are trying to change.

For deeper programmes, we can establish a baseline and agree indicators at the outset. These might include measures of trust and psychological safety, employee feedback, retention, collaboration, communication, decision-making or other relevant organisational measures.

Qualitative evidence matters too. Changes in the quality of conversations, willingness to challenge, clarity of responsibility and relationships between teams can be important indicators of progress.

The important thing is to agree at the beginning what meaningful change would look like.

Anything from an hour to several months.

A keynote might last 45–60 minutes. A workshop might be half a day or a full day. A diagnostic and leadership intervention might run over several weeks, while a broader culture programme could involve ongoing work over a number of months.

I prefer to design the scope around the problem rather than make the problem fit a package.

Yes – and I generally prefer to.

Internal People, HR and OD teams understand the organisation in ways an external adviser never fully can. My role is not to replace that expertise but to complement it with an independent perspective, specialist focus on trust and the ability to facilitate conversations from outside the organisation.

I can also work alongside other consultants where that makes sense.

Confidentiality is fundamental to this work.

Where I conduct individual conversations or organisational listening, we agree clear principles beforehand about what will and will not be reported back.

Typically, I identify themes and patterns rather than attribute individual comments. People need to know the terms of the conversation if they are going to speak openly.

Yes.

I am based in London and primarily work with UK organisations, but I am happy to work internationally, either in person or online.

My background working across Denmark, the United States and the United Kingdom means that questions of culture, communication and different ways of working are a natural part of my approach.

It depends on the scope of the work.

A keynote or individual workshop is naturally structured differently from a diagnostic or a longer-term organisational programme.

After an initial conversation, I will suggest an approach and provide a clear proposal setting out the scope, deliverables and fee. There is no obligation attached to that first conversation.

Not at all.

You don't need to diagnose the problem before getting in touch. In fact, part of my role is helping you understand what is happening before deciding what intervention—if any—would be useful.

Sometimes the most valuable starting point is simply a good conversation.

A conversation.

Tell me a little about your organisation, what you're noticing and what you're trying to achieve. I'll ask some questions, and together we can explore whether and how I might be able to help.

No hard sell. Just a conversation.