Workshop Slide Deck (guided): Lifecycles in products, companies, and careers


This is a workshop session I designed and facilitated in Summer 2018 (annotated and abbreviated version, with some classroom exercises and notes included for other educators to reference).

Here’s the Slideshare version, although this annotated one is far better of course 😉

I created this as part of the growth & change management module of the AMP NYC accelerator program which ran here in New York City over the summer of 2018. Including the exercises, it was about 40 mins in duration, and can easily run up to 2 hours if you want to dive deeper into certain parts of the content.


This session is all about lifecycles – mainly in building products, services, and businesses, but also in careers and life.

Let’s jump straight in.

Continue reading “Workshop Slide Deck (guided): Lifecycles in products, companies, and careers”

Hiring? Look out for the goalkeeper

This weekend, Manchester United goalkeeper David de Gea made no less than 11 saves in the second half of his team’s game against Tottenham Hotspur.

De Gea’s incredible performance was the catalyst for two now-inevitable things to happen: a flurry of Internet memes, and reports of his agent demanding a new contract with doubled wages.

Last night I caught up with a friend. We hadn’t seen each other for a while, and he hadn’t seen the United game.

As we talked, he shared news of a new hire he’d made in his company.

This role was an internship: maybe not of note for those in larger corporations, but for the owner of a small business, any hire is a big deal and can greatly affect the chances of success (or failure) of the company.

I wondered how he decided this person was the one to bring in. He wasn’t short of applicants.

What sealed the deal wasn’t a school credential or experience at a rival company. It wasn’t the candidate’s ability to ‘hustle’

It was their position on the soccer field.

The new hire was a goalkeeper, just like my friend.

The goalkeeper has to play a different kind of game to the other 10 players on their team.

They may spend long periods of a match seemingly unoccupied but have to maintain a constant soft focus as they can suddenly be called into action in the blink of an eye.

Their decision making has to be swift and precise. They need assertiveness to claim the ball in a melee of players.

They are the last line of defence, and the best of them can also be the first line of attack – sensing opportunities and understanding how to unlock their teammates’ potential.

Their mistakes are hugely amplified. If a striker misses an open goal it doesn’t long stay in the memory; if a goalkeeper concedes a howler (especially one that costs the team the game), no one forgets it. And there’s nowhere to hide.

They rarely get the plaudits. David de Gea is recognised as one of the, if not the best, keepers in the world, but he’s still not in the same league as Ronaldo, Messi or Kane when it comes to fame and glory.

The goalkeeper needs to have resilience, decision-making abilities, quiet confidence, focus, an ability to play the long game and be comfortable sitting one step back from the limelight, allowing others to shine.

Not bad skills to have in your locker.

Demo Night

Taking my career building project Fondo out of the studio for the first time.

New York City’s Canal Street is one of the main arteries in Downtown Manhattan (and until the 18th century was an actual canal). Cutting west to east, in its centre it splits the main parts of Little Italy and Chinatown.

As you may expect, the street itself is a bustle of activity: street-side sellers shotting semi-shady selections of sunglasses; bashed up old storefronts being turned into gentrified art & design pop-ups; multiple subway entrances causing ongoing tourist confusion; and wafts of Sichuan hotpot aromas flowing out of kitchen vents.

Near the entrance to the 6 train is a open-front gift shop measuring no more than 50 sq ft. At the back (i.e. 2 steps from the front) is a door heading up to the floors above. Floor number 3 marks the home of THAT, a creative agency who host a weekly gathering fuelled by creativity, collaboration, design thinking, and Dim Sum.

Canal & Baxter. (image: Wikipedia)

Last Friday night I shimmied through the throngs of punters looking for LV handbags and Tsingtao happy hours and made my way up to THAT HQ.

I was there for the 2nd edition of an extension to their ongoing Dim Sum Club.

Demo Sumthing (get it?) is a salon-style event of around 25 people and features a few guest makers sharing their projects for feedback, inspiration and new ideas.

Despite not necessarily identifying as a Creative or Maker, I was demoing the second iteration of my Fondo project.

Note: I’m looking for beta testers! Check out the intro deck here, if you like the look of it then I’ll send you the secret demo link.

The prospect of presenting what I had to a bunch of smart people, alongside 3 far more polished projects added some pressure. And pressure can bring performance (or at least meeting a deadline).

Continue reading “Demo Night”

Introducing Sustainable Foundations

As regular readers of this blog will know I’m very interested in the future of work for people across the world.

Closer to home I’ve been following my brother Murray‘s path with interest as he works in a hugely complex, exciting, and rapidly evolving area that’s becoming ever more important to our future:  sustainability.

Off the back of him sharing his learnings and insights, I’ve started to scratch below the surface of what sustainability means and why it matters. It’s fascinating, and it’s everywhere; affecting just about every industry in every country.

A few months ago Murray called me to ask me about some of the innovation workshops I’ve been involved in. He felt sustainability and innovation were more closely linked than they appeared, and there could also be better ways to support freelancers, entrepreneurs, employees and companies in demystifying the topic.

Over this Summer we’ve been exploring how we could deliver education experiences in sustainability for people working in modern business, with a focus on content that’s practical, immersive and relatable.

During this journey we’ve seen there’s so much more to sustainability than meets the eye: it can be a lever for huge innovation and value creation no matter your industry or company size, and it’s moving way beyond being considered a compliance box to tick or a nice-to-have CSR initiative.

Here are some of the bigger indicators:

  • 1/3 of consumers prefer sustainable brands, £81bn market for ethical products
  • 75% of millennials would take a pay cut to work for a responsible company
  • United Nations’ Sustainable Development Goals present a $12tn market opportunity
  • Sustainable companies have 46% better share price performance and 112.5% better return on assets
  • IKEA nearing 3x increase in sustainable product sales
  • Unilever’s Sustainable Living brands grew 50% faster than the rest of the business, delivering over 60% of growth in 2016

Outside of the innovation and value creation side, it’s not an overstatement to suggest that the future of the planet depends on us understanding and taking action on this topic – the pressures on our world are real, and increasing.

Whilst we can’t single-handedly save the world just yet, I’m excited to share our first offerings under our Sustainable Foundations banner, with more to come over the next few months.

> Sustainable Foundations Courses: In-Person

A series of fast-moving, interactive and practical sustainability workshops for modern business, lasting either 1/2 day, 1 day or 2 days.

We demystify the core concepts of sustainability, with a focus on innovation, growth and value creation.

Sessions are booking now throughout the rest of 2018 and into 2019 for teams of 10 or more.

> Sustainable Foundations Course: Interactive Webinar

Regular interactive 90 minute sessions focused on core concepts and providing you with a toolkit to take into your business.

> Free email course

A free 10-day self-paced email course to help you level up and explore what sustainability means for you, your business and the wider world.


Whilst the goal of Sustainable Foundations is to open up the topic for the uninitiated we’d also love to hear from you if you’re more experienced; we’re constantly seeking to get new insights, viewpoints and ideas so don’t hesitate to contact us if you’d like to see what we’re up to.

And if you’re in New York City on September 28th, join us for a special New York Climate Week edition of the course at the wonderful Betaworks Studios in the Meatpacking District. We have a couple of seats still remaining – you can register here.


Curious? Find out more at or drop me a line directly.

How connected is your community?

I recently met someone running a daily newsletter focusing on news and trends in his industry.

It’s been going for a few months. He was understandably excited as he could see it starting to get some traction after a considerable time investment.

I asked him how he knew this. Was it sign ups, open rate, clicks, or something else?

He replied it was because people were opted in.

Here’s the thing – he wasn’t stating the obvious.

He didn’t mean what we normally think of as being opted in. Not just meeting GDPR requirements, or striving towards what Seth Godin refers to as ‘permission marketing’.

What he meant was going the next level beyond that.

Being opted in to the degree you’re invested.

Where you have a say in what’s delivered.

Where you’re a patron.

Being truly opted in.

People were replying to the newsletter unprompted to suggest improvements, new areas of the industry to explore, and making connections to other people he should speak with to get more feedback and ideas.

They were helping him craft the vision and roadmap of what he was doing.

It made his path clearer and his responsibility to his audience stronger. It made him more accountable.

You’ll see this trait in many strong communities and networks.

A good example is the successful Dutch newspaper De Correspondent.

After taking only 8 days to raise over 1 million euros in a crowdfunding campaign, last year they started a collaboration with NYU to better understand how communities and media companies can work more closely, with the public being at the heart of the publication’s work.

More broadly, the level of this deeper opt-in is a good heuristic for how powerful and connected a community is.

It could be a newsletter, a Slack group, or even a professional sports team.


What can you create where people are truly opted-in?

The freezer or the morgue: a quick primer on innovation

As part of on-boarding for a new project I was asked to put together a quick 10 minute introductory talk on a business-related topic of my choice.

I chose innovation. It’s no doubt a buzzword right now but do we really understand what innovation means and how, when, and why we should apply it? Like a lot of concepts it can be over-complicated and mystified, often by people who want to look smarter than everyone else (and get you to pay them accordingly to explain).

After I took the group through what I’d prepared (slides included below), there was a brief Q&A. Questions ranged from how corporates could innovate when the pervading culture goes the opposite way, to how ideas can be tested quickly and easily.

The one question that jumped out was around knowing when to kill ideas.

Continue reading “The freezer or the morgue: a quick primer on innovation”

Why do we ignore our middle chapter?

Like a lot of people I’ve got much more in podcasts recently, and my go-to is without doubt Shane Parrish’s Knowledge Project.

I think I’m pretty safe in assuming his most popular interview (and also longest – something of an oxymoron today…) is with Naval Ravikant, founder of Angelist.

Just one of the gems of wisdom in this conversation concerns the subject of happiness.

To help understand what makes you happy and what you may want to change, Naval suggests asking yourself two simple questions about each of your past 10 years, or perhaps 5 if you’re under 30.

  • What was I doing?

  • How was I feeling?

I gave this a try thinking it would be pretty easy.

It really wasn’t. I had to think hard.

Going back 3-7 years felt particularly difficult – in my case (from a career point of view) to the middle years.

I made a mental note to go back to this another time. Perhaps I wasn’t feeling very lucid that day.


And then this morning I went to my first Creative Mornings event in New York. CM is something of a phenomenon – running in 183 cities globally, always free entry, always sold out in seconds. They’re without doubt one of the leaders in the new school of curators (another post coming shortly on those and why they’re going to matter so much in the future).

This edition’s guest speaker was Scott Belsky, founder of Behance and highly respected investor and author.

His very eloquent and (of course) beautifully designed talk opened with a graph outlining the journey a company or project takes from start to end. I found myself thinking this talk may be another spin on the startup hero’s journey; we’ve probably all had our fill of those.

But Scott wasn’t there to talk about the buzz of the Start or the against-all-odds Finish. He was here to explore The Middle; the times between the Start and the Finish that oscillate from mundane to meltdown, vexed to victorious.

We don’t often talk about The Middle.

In fact we often forget it even happened – either publicly when we’re selling ourselves and our ideas to others, or privately when we’re telling ourselves the story we’d rather hear.

Scott suggested how to endure the lows and optimise the highs that The Middle brings, as well as the benefits of maintaining your curiosity throughout the journey.


In fact there’s easily enough not yet said about The Middle for a book or three – perhaps he’s working on it.

I left feeling a little better about struggling to remember my Middle, but also realising the importance of recognising, remembering and respecting it much more frequently – no matter whether it’s veering from mundane or meltdown, vexed or victorious.


What can you learn from your Middle?


> Scott Belsky at Creative Mornings

And on a similar note, The Dip

Building creative businesses: The Power of 3

This is part of a series of articles on building creative businesses. Sign up here for access to the full set.


The concept of ‘Hipster, Hacker, Hustler’ (aka designer, engineer, marketeer) has become pretty well known in the world of tech startups since the term was coined in 2012.

Since then quite a few riffs on this idea have appeared, again mainly mapped to tech companies.

For those working in less technology-focused fields the set up of Entrepreneur, Technician, Operator is worth a look. [1]

An example of this is the story of Hollywood agency CAA, which I wrote about here.

A group known as the Young Turks made moves to take over the running of CAA in the mid 90s. There were 5 in the group, but 3 of them stood out as the leaders and are still at the top of the company to this day.

There’s a lot to be said for the power of a tribe, and also for the power of a trinity. In the Young Turks’ case the trio at the centre started a tribe that was able to change the culture of the business and quickly build a power base.

They did it through the combination of Byran Lourd’s charm, Richard Lovett’s ego and relentless nature, plus Kevin Huvane simply being a great agent. A trio with this blend of skills is not an uncommon sight at successful companies, particularly those in the creative industries.

In CAA’s case it appears the Entrepreneur was Lourd, the Operator was Lovett and the Technician was Huvane. This may look to be the wrong way round, particularly in the case of an agent being a technician rather than an entrepreneur. However, a technician doesn’t necessarily deal with technology – they’re about craft, and there’s a craft to being a great agent, just as there is for a graphic designer or a web developer.



The power of 3 was also present in my first job in the advertising industry.

The agency’s three partners ran the company and their names were above the door. They ran the business from inception via a sustained period of growth, through the turbulent times of the financial crash, and eventually into acquisition by a larger holding company.

(Side note: this agency taxonomy infographic is brilliant, and applies to a bunch of other industries too).

The entrepreneur was a somewhat enigmatic and mercurial figure; rarely seen in the middle of the day, the office was rife with tales of his marathon nights out in the apparent name of client entertainment. More likely was catching him at 9am, arriving for a meeting with a new client after one of his 4am finishes, with the latest of his revolving door or PAs furnishing him with bagels and shots of coffee.

No one knew exactly what he did – he didn’t seem to actively service accounts, run the mechanics of the business or produce deliverable work – but he was without doubt the figurehead. He delivered vision, storytelling and charisma, and he certainly knew about supply and demand: his scarcity made people want him even more.

As with the example of CAA, the technician didn’t fit the definition in a traditional sense as he was trained as an artist rather than an engineer. However there was no doubting his technical craft skills and flair for solving problems with innovative ideas. He was able to provide very specific technical insights into the creation and delivery of great work. He was also an accomplished storyteller but did it through his work and quietly inspiring the members of his team rather than standing on stage (or on the bar).

At the time it was difficult to figure out the operator’s role – again he was a couple of steps back from key client relationships and seemed more introverted than the others. On the surface he was a technician as he sat with technical teams (digital, finance and IT), but his skills weren’t deep and focused as a technician’s tend to be; they were broader, like an expert-generalist, a common trait of modern COOs.

In this company’s case the operator wasn’t especially visible to low and middle tier employees as there was a line management system already put in place. His role was to harness the power of the entrepreneur and enable the technician, whilst quietly maintaining the engine of the company and fitting together various new pieces of the puzzle that may have appeared from time to time. A key example of this was the initiation of a digital department, which for an integrated agency in the early 2000s was not at all easy to get right.



There are various ways of configuring the trio of roles of course, particularly for smaller businesses where all members have to wear a number of different hats, but I’ve seen this core setup of Entrepreneur, Technician and Operator work really well for a bunch of companies over the past few years – from design agencies and production companies through to music festivals and even consulting outfits.

If you’re running a creative business, maybe ETO is your HHH.



[1] Sometimes ‘Manager’ is substituted in for ’Operator’ – while this still works, I see the dynamic being quite different. A Manager will tend to manage the Technician, whilst in the leadership team the Technician is often a creative and the Operator and Entrepreneur will weave in and out of each other until the company grows sufficiently for the two roles to be more distinct.

The Intrapreneur in action

You may have noticed a growing number of companies offering innovation and business transformation services. Some of them are deeply involved in these burgeoning disciplines, others are bolting on these offerings to their existing consulting services, and a few are frantically pivoting from spluttering business models.

There’s no doubting the need exists. The majority of behemoth businesses of the past are unprepared for the future, and with hardened legacy practices and a wide turning circle they naturally need help in being ready for tomorrow.

One of the concepts often floated as part of an innovation or transformation program is that of the ‘Intrapreneur’. Just like the entrepreneur, they seek to solve problems, take risks, instigate initiatives, unlock value and (eventually) bring in revenue. The only difference is they do this from within the business, not out on their own with only a co-work’s coffee machine for company.

I’ve trained a number of people who are either looking to inspire a new cohort of intapreneurs or are seeking to become one themselves, but I’ve never seen one out in the wild.

Until last weekend.


Mattress Wars

Upon moving to NYC, a mattress was straight to the top of the shopping list for our new apartment. After some consideration (although relative to the cost probably not enough – I’ve spent more time deciding on what to have for lunch), I ordered one from Leesa, one of the plucky startups aiming to entice urban dwelling millennials like me. (I passed on Casper as I like to back an underdog – it happens when your football team is Crystal Palace).

The Leesa did a good job for the first month, then towards Christmas it seemed to have a kind of mattress rigor mortis; early morning bad backs became a regular fixture. With my wife’s busy schedule at work, good sleep was particularly paramount – it was time to wave goodbye to Leesa and bring in a new contender. The mattress wars are real – sleep is a competitive business (see the image at the top of this post)>


Enter D.D

The new contender ended up being the old incumbent – on a mild Saturday afternoon we went over to our local Mattress Firm a few blocks from our place. It was close to home, it had product in-house, and a slightly confusing front window display. But hey.

After taking personal pride that I kept myself from throwing my 6’6 frame spreadeagled onto the first bed in the store like an over-sugared 6 year old (I did this on a circular sofa at a designer handbag store the week before and was chastised accordingly), we were approached by a rather charming Haitian lady named D.D.

I’ll spare you the finer details of our mattress decision making matrix, but an hour later we were ready to pay up the dosh and take delivery of our new mattress & pillows (next day delivery too). As we waited for the payment to process I mentioned her very fetching company t-shirt. I liked it, but it seemed a little off-brand.


D.D. responded that she’d designed and paid for it herself as she thought it could be a good way to make the store more memorable and built some wider brand awareness, as well as being an opportunity to improve her design and marketing skills. She’d even set up fresh Twitter and Instagram accounts using the hashtag.

This store was until recently a branch of Sleepy’s until Mattress Firm recently acquired the company. They’d started the rebrand in February last year and 12 months on it still looked like a work in progress – next to me the Sleepy name poked out sheepishly underneath some Mattress Firm branded bed legs, and the store itself looked a little sleepy by nature as well as name.

D.D. didn’t think the rebrand had quite hit the spot, hence her taking matters into her own hands. She’d lobbied a couple of execs with her idea but hadn’t had any response.

I loved her zeal and passion – she was really knowledgeable about the products in the store, clearly loved to help customers, and had a wonderful demeanour and sense of humour. She even paid for her own custom work uniform! Who wouldn’t want her as part of their team?

D.D was the Intrapreneur personified. I felt disappointed the company execs hadn’t acknowledged her initiative, so I told her I’d write to them and publish an article about our experience at the store, along with a photo. She laughed. I guess she thought I was just that nice English guy being polite and a bit quirky.

But I wasn’t joking. Here it is – D.D with our new mattress and pillow.

Fingers crossed I’ll get a response from Sicily Dickenson, CMO at Mattress Firm, and maybe we’ll see ‘Got Sleep?’ on the billboards of Union Square some day soon…




Introducing the Operator’s Handbook

TL;DR: The Operator’s Handbook is a collection of resources for operators and business builders.

Over the past few months I’ve been learning more about operations management and various associated aspects of running companies. Instead of taking one course or program I’ve been ingesting content and ideas from a bunch of different sources and set up a simple Google Sheet to store the various nuggets I found.

This got unwieldy pretty quickly, especially when trying to places different pieces of content into themes. I could build a pivot table or similar to handle it but it didn’t feel quite right and rapidly became more hassle than it was worth.

I could also sense there was some value in sharing these resources will fellow venture builders. There are plenty of resources for digital marketing, coding and other aspects of building a startup or small business but not much around broader operations. But the Google Sheet didn’t seem to cut it,

Enter Airtable, something I’ve been playing around with quite a while but just couldn’t find the right use for. Half an hour later and the sheet was imported, open-sourced and categorised for use by all and sundry.

Hopefully you’ll find this a handy resource – at the time of writing I’ve added 40 or so resources, with more to come. And if you’ve got something to add, please feel free to submit it to the directory.