Doing More Good

I help complex organisations translate sustainability-related regulation, policy and strategic ambition into practical business action. With a background in engineering, business development and executive leadership, I have spent more than 25 years working at the intersection of strategy, governance, organisational transformation and project delivery. I can help your organisation shift the paradigm from sustainability to regeneration and create real, positive change

Throughout my career, I have specialised in helping organisations navigate complex change by creating clarity, building alignment and translating external requirements into practical implementation and long-term business value.

I am particularly motivated by opportunities to strengthen governance, organisational readiness and enterprise-wide transformation in response to evolving business, societal and regulatory expectations.


I believe that the most resilient organisations will be those that successfully connect long-term business performance with positive outcomes for people, society and nature.

Moving from 'Doing less harm' to 'Doing more good'

We have crossed seven out of nine planetary boundaries. The result is a growing planetary polycrisis — one that is no longer a distant threat, but a lived reality in parts of the world today. To address this, legislators, cities, and businesses must integrate sustainability as a core driver of strategy. This requires a fundamental paradigm shift: from merely doing less harm to actively doing more good.

We must rethink the role of business in society and begin to repair the damage inflicted over the past 200 years. Sustainability is not enough, because less harm is still harm.

My vision is a society that thrives within the safe and just space defined by the planetary boundaries framework — where people, communities, and ecosystems flourish together.

My mission is to help bring that vision to life — in organisations, cities, and the built environment.

Sustainability is a driver of long-term value creation 

Sustainability inaction is no longer neutral - it can lead to significant risks in relation to regulatory pressures, reputational loss, loss of market share, reduced access to capital and customer segments, workforce disengagement, and stranded assets. 

It is therefore imperative to take strategic action on sustainability to reduce those risks by quantifying them and embedding actions deeply into business models and governance systems. 

I support organisations at every stage of their sustainability journey. By identifying leadership gaps and offering strategic guidance, I help embed sustainability and regenerative thinking into strategy, operations, performance management systems and organisational culture.  

 

There are many silent killers of strategy. Among these are:

  • Weak definition of the challenge and lack of prioritisation. Everything is important.
  • A weak narrative and/or lack of communication and sensemaking activities on lower levels
  • Top-down process only. No involvement of middle-managers or employees, who often have a different perception of reality
  • Weak definition of roles and responsibilities. It is nobodys job to deliver on the new targets
  • Underestimation Many companies struggle with strategy implementationof the complexity and scale of change
  • No resources to drive change in the organisation
  • No feedback culture or identification of key leverage points across systems
  • Lack of definition of tangible actions - what should we do differently tomorrow?
  • Lack of relevant and holistic KPI's and incentives to deliver on the new targets. Why should employees change and take risks - if they are still measured on old KPIs?

I help companies analyse these pitfalls and get back on track.

    True leadership will come from those willing to reimagine their businesses not just as less harmful but as fundamentally value-creating for society and nature.