Author Info

The opposite of bravery is not cowardice — it is conformity. In organisations, conformity is often the default. A practical exploration of bravery as a quiet, consequential organisational behaviour.

A five-part spine for writing a change narrative people can see themselves in - plus free edition of The Department of Interesting Things, the canvas, templates and workshop guide.

A long-form photo essay across eight cities and one recurring pattern; why learning to notice is to be human again.

Most people don't lack ideas — they lack a structure that lets ideas compound. A Creative Operating System for moving deliberately between open and closed creative modes, with a five-level maturity model for building a sustainable body of work.

When everything is urgent, urgency loses meaning. A practical exploration of the hidden human cost of competing priorities — how misalignment converts effort into exhaustion, and why clarity is an act of care rather than a management technique.

Plans, roadmaps, org charts — these are necessary objects. But the object is not the work. A thoughtful exploration of why leadership means staying close to reality rather than defending the model.

In 1927, Fuller stood by Lake Michigan in crisis — and made a private decision that changed everything. A reflection on how individual choices propagate through systems, and why we are shaping more than we can see.

Customers whose complaints are resolved well often become more loyal than those who never had a problem. A short reflection on why problems are investments — and why trust is built not by perfection but by behaviour when things go wrong.

A garden in January looks dead. It isn't. Nor is the unfinished idea you can't quite let go of. On wintering — and why the ideas that keep coming back are usually the ones worth listening to.