Publications
The Human Edge
Bio-Hack your way to build relationships and trade in Trust; the ultimate currency of value in the AI era.
The Vision & Philosophy
In an era of fast-paced technological change, tried-and-tested formulas for winning business no longer work. As intelligence becomes part of the 'infrastructure' of work, the Human Edge is the most important differentiator.
Trust is widely recognized as a decisive factor in business success. In The Trusted Advisor (2000), David Maister formalized this insight through the Trust Equation (Credibility, Reliability, Intimacy, and Self-Orientation). Twenty-five years on, the equation remains foundational, but the environment has changed. We introduce two complementary concepts:
- AQ (Adaptability Quotient): The critical multiplier. The ability to adjust judgement, behaviour, and presence to navigate uncertainty.
- TQ (Trust Quotient): A practical measure of Trust that can be built, assessed, and traded as relationship capital.
The book blends real practitioner experience with digestible neuroscience. With references to physiology, social science, and psychology, readers understand why certain approaches succeed and others fail despite similar levels of preparation. Readers learn to reframe past outcomes not as character flaws, but as the result of an under-managed biological response to pressure.
Who Needs This Book?
The Budget Holder
Senior Leaders and C-Suite Executives who need their teams to be "Trusted Anchors" to win high-margin work.
The Hunter/Operator
Partners and Directors who must navigate relationship building against competitors with identical technical expertise.
The Delivery Lead
Advisors leading complex, high-risk work who need to retain the client and expand the account.
Article
The Algorithm Can't Look You in the Eye
Why Neuroscience is the Only Competitive Advantage Left in the Intelligence Economy
In the Intelligence Economy, "knowing the answer" is no longer a competitive advantage — it's a subscription service. As AI democratises knowledge and analysis, the only irreplaceable edge is your humanity.
This article explores three interconnected ideas:
- The Amygdala Hijack — Clients under structural uncertainty aren't searching for more data; they're experiencing a biological fear response. No algorithm can help them feel safe enough to think clearly.
- Trust is Biochemistry — Built through co-regulation, trust requires State Management and AQ (Adaptability Quotient): your capacity to remain stable whilst changing course.
- The New Trust Equation — Trust = (Credibility + Reliability + Intimacy) × AQ ÷ Self-Orientation
From bio-hacking your confidence before a client meeting, to shifting from advocacy to inquiry, this article gives professionals the tools to master both the Internal Game and the External Game — and own the one territory AI can never occupy: your humanity.
Article
The Peter Principle and the Myth of Incompetence
Promotions don't reveal incompetence, they reveal friction.
The Peter Principle is catchy, sticky, and mostly wrong. It assumes capability is fixed: once you step into a role that stretches you, the clock starts ticking toward failure. But growth doesn't stop when complexity changes.
This article explores three interconnected ideas:
- Promotions Reveal Friction, Not Incompetence — When familiar strategies stop working, it's a signal that your internal playbook hasn't caught up with your external demands. Leaders get stuck applying legacy assumptions in a new operating environment.
- Why "Authenticity" Can Become a Trap — Authenticity isn't about staying consistent with how you behave. It's about staying coherent with your values across changing contexts — and giving yourself permission to grow.
- What Coaching Actually Does — Good coaching surfaces implicit rules, rebuilds internal architecture, and expands who you are — without erasing yourself.
The edge you feel isn't a signal that you've reached your ceiling. It's a signal to update the frameworks that got you here.
8 minute read.
Article
Stop Looking for Polar Bears
A Physiological Guide to Unlocking Your Confidence
In the corporate world, too many of us operate like the Arctic Bearded seal — heads constantly up, scanning for threats that usually aren't even there. A harsh critique, a failed pitch, the creeping shadow of imposter syndrome. We're biologically wired for anxiety when we don't need to be.
This article explores three interconnected ideas:
- The Architecture of Trust and Confidence — True confidence operates at both a character and behavioural level. We don't exude confidence through words alone — we exude it through how our biology presents those words. Tone, posture, and physical presence broadcast our state before we speak.
- The Neuroscience of "Showing Up" — Your amygdala can't tell the difference between a tough client and a hungry polar bear. The goal isn't to eliminate anxiety — it's to manage it. Logic and reason must be greater than fear.
- Field-Tested Hacks for the Boardroom — From the Two-Handed Coffee to Cognitive Reframing, these practical tools help you train your baseline anxiety into true confidence.
If we want to build true trust and succeed in business, we must stop looking for polar bears.
6 minute read.
Article
The Success Trap
When What Got You Here Starts Getting in the Way
Leaders are like elite athletes — both are part of a small group of high performers focused on continuous improvement. But the same instincts that drive success can quietly become the thing holding you back.
This article explores three interconnected ideas:
- When Familiar Strategies Start Creating Drag — High performers naturally lean on clear execution, fast decision-making, and strong directional control. But as Kahneman explains in Thinking, Fast and Slow, under pressure we default to fast, familiar patterns — even when complexity has outpaced the logic those strategies were built for.
- The Double-Down Trap — There's a well-documented tendency for high performers to double down on familiar strategies when the stakes go up. That's not a failure of judgment — it's how the brain maintains efficiency under pressure. What looks like friction is often just a framework that hasn't kept pace.
- Evolving on Purpose — The most effective leaders don't wait for a breakdown to evolve. You don't need to become someone else. You need to lead with more range, more clarity, and more adaptability — as yourself.
This isn't about fixing a flaw. It's about evolving on purpose.
7 minute read.
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