This manifesto helps people understand how I work and what I value in teams and organisations.

A productive, healthy workplace rests on a few core principles. These guide how I work, lead, and collaborate.

Generosity

I prioritise serving customers and supporting colleagues over rigid processes. Generosity shows up as encouragement, fairness, and an open-handed approach to collaboration. It means giving more than I take, treating people consistently, and keeping expectations reasonable.

Communication

Clear, timely communication builds trust. I keep people informed of meaningful changes, project progress, and risks without drowning them in detail. Good communication also includes setting a shared vision so teams understand the direction and can move together.

Cross-functional communication is essential. When adjacent teams understand what’s happening, they make better decisions and avoid waste.

Minimise Silos

I actively encourage collaboration across teams and disciplines. Silos slow organisations down. Respecting each team’s strengths matters, but the organisation’s overall effectiveness matters more.

Transparency and Accountability

Transparency strengthens credibility. I stay open about what’s going well and what isn’t, avoid game-playing, and surface issues early so we can solve them together. Integrity is non-negotiable.

Leadership

Leadership is not control or proximity to every detail. It’s setting direction, equipping people to do their best work, and giving them the autonomy to use their skills.

I value Agile principles because they reinforce this: teams drive delivery, and leaders remove obstacles rather than micromanage. Leadership also includes listening, creating space for ideas at every level, and coaching people toward growth. Achievement—especially when it goes beyond expectations—deserves recognition.

Minimise Bureaucracy

I aim for just enough process, tooling, and routine to create clarity, accountability, and visibility. Anything beyond that slows delivery. Processes should adapt to the work, not the other way around.

Flexibility

Flexibility helps people do their best work. Needs change, priorities shift, and sometimes roles stretch. I adapt as new information emerges and encourage teams to do the same.

Flexibility around hours and approaches, where the business allows, acknowledges that people have full lives. In my experience, trust and autonomy lead to stronger commitment.

Outcomes First

Progress matters. I stay focused on whether the work is moving us toward the intended outcome and adjust the plan when needed. Structure should support delivery, not obstruct it.

Passion

I work hard because I enjoy meaningful work. I strive for excellence and aim for impact—on customers, on the organisation, and on the people around me.

Don’t Let Perfection Block “Done”

Quality is important, but chasing perfection can stall momentum. I prefer to define what “good enough” looks like, deliver it, and move on to the next valuable increment.

Keep Things Light

A positive atmosphere helps teams handle pressure. I value an environment where we work hard but maintain humour and camaraderie. Past team traditions—from themed days to shared cultural events—were not distractions; they built connection and resilience.

Keep Growing

Continuous learning is essential. The more we learn, the more we recognise gaps in our knowledge. In fast-moving fields, staying curious, updating skills, and refreshing perspectives isn’t optional. Growth should be part of the job, not an afterthought.

What This Means in Practice

This section gives people a clear picture of what it’s like to work with me day to day.

How I Show Up

I communicate early, plainly, and with enough context for good decisions.
I keep teams aligned on direction and outcomes.
I surface risks quickly and help solve them without drama.
I build trust through consistency, transparency, and steady follow-through.

How I Work With Teams

I expect teams to own their work and use their expertise.
I remove blockers, not autonomy.
I encourage collaboration across functions and avoid unnecessary gatekeeping.
I create space for ideas from anywhere in the organisation.

How I Use Process

I keep process lean, adaptive, and proportionate to the work.
I use Agile and Scrum principles to maintain flow and clarity.
I maintain structure only where it enables delivery, accountability, and transparency.

What I Prioritise

Clear outcomes and meaningful progress.
Pragmatism over perfection.
Flexibility when priorities shift.
Continuous learning, for myself and for the team.

What You Can Expect

Steady communication.
Calm, structured decision-making.
A focus on delivery and real value.
A working environment that balances seriousness with lightness and humour.

Closing

I thrive in environments that share these values—ones that combine clarity, trust, collaboration, and a commitment to meaningful outcomes.