Morning block
I work 10:00 to 13:00 SAST, Monday to Friday.
- UK summer
- 09:00 to 12:00
- UK winter
- 08:00 to 11:00
- India
- 13:30 to 16:30
Availability
When I work and how to reach me
I sit in South African Standard Time (SAST), which runs 1 hour ahead of British Summer Time and 2 hours ahead of Greenwich Mean Time. My afternoon ends before yours does, so anything you need from me is best raised in your morning. If you are in Mumbai or Pune, India Standard Time runs 3½ hours ahead of me, so my working day is your afternoon and evening.
Lunch
I take lunch 13:00 to 14:00 SAST, and I am away from my desk for it.
- UK summer
- 12:00 to 13:00
- UK winter
- 11:00 to 12:00
- India
- 16:30 to 17:30
Afternoon block
I work 14:00 to 17:00 SAST, Monday to Friday.
- UK summer
- 13:00 to 16:00
- UK winter
- 12:00 to 15:00
- India
- 17:30 to 20:30
Evening block
I work 20:00 to 22:00 SAST, Monday to Friday.
- UK summer
- 19:00 to 21:00
- UK winter
- 18:00 to 20:00
- India
- 23:30 to 01:30
Important
If it is genuinely urgent, say so in the first line of the message. I will drop what I am doing.
Communication
How I communicate
I am methodical and analytical. I want an agenda, and I want each point taken to a conclusion before we move on. I analyse the facts thoroughly before I act, and I will ask you where your numbers came from.
The flip side is a gap you should plan around. I will not naturally open with the big picture, the future, or the human impact of a decision. Ask me for those explicitly and I will give them to you. Do not read my silence on them as an absence of thought.
Start with context, not “hi”. I am a fan of nohello.net.
Face to face first
Face to face is my first choice for anything important. Failing that, book a video call, Zoom, Teams or Google Meet.
Chat, with context
Slack and Teams work for quick items, though replies may not be immediate. Start with context, not “hi”.
Bring the evidence
Bring me facts, examples and numbers. Vague input is the fastest way to lose me.
Heads up
Stick to the agenda and take each point to a conclusion. Being all over the place costs you my attention.
Working with ADHD
How I work best with ADHD
I have ADHD. It shapes how I take in, hold and prioritise information, most of all in busy meetings or when priorities change quickly. It is also part of why I lean on agendas, written plans and clear structure. What helps me is simple, and most of it is good practice for any team.
If I ask a clarifying question, or take a moment to organise my thoughts, I am making sure we get it right. It is never a lack of engagement.
Make it explicit
Spell out the request, the decision and who owns it. I do my best work when nothing has to be inferred.
Put it in writing
Follow important actions and decisions with a short written note. If it is on the page, it gets done.
Flag what is urgent
Tell me clearly what is urgent and by when. A concrete date beats “soon”, and it helps me prioritise accurately.
Tell me when priorities shift
Say what has changed and what drops off. It lets me refocus quickly without losing the thread.
Important
Help me get started. A clear first step and a visible way to see progress turn a big task into momentum.
Note
If something is not working, tell me directly and specifically. A concrete example lets me act on it straight away.
Collaboration
How I work with a team
I bring structure and high standards. I keep an eye on the people and the projects I am responsible for, and I am patient with process.
I plan, then I move
I plan the work, break long efforts into short-term plans, and work through each one in order.
Consensus, then pace
I prefer consensus once the options have been examined, and I move quickly once the plan is chosen.
Details, tracked
I track details methodically and I will expect the same diligence from you.
Predictable beats improvised
I am most productive where standards and behaviour are predictable. Teams where everyone does their own thing strike me as risky.
Important
I contribute best by making things better, not by inventing them from scratch. I am an incremental innovator, not a radical disruptor.
Strengths
What I am strong at
I spot risks early, solve problems, and create orderly delivery. Here is what that buys you on a programme.
I draw risks into the open, assess them, and reduce them, rather than hoping they go away.
Broken things energise me. I enjoy diagnosing a failure and bringing the thing back to life.
I solve problems methodically, weighing the alternatives and thinking each step through.
I turn strategy into practical, feasible actions, and I will test whether a direction is actually viable.
I run on routines, timelines and structure, because that is how I stay productive when the work gets messy.
I apply the rules evenly to everyone, so people know where they stand and what is expected of them.
Blind spots
Where I need you to push back
These are my known blind spots. I already know about them, so you are not telling me anything new by raising one.
Note
If I seem quiet, I am thinking, not disengaged. I do not talk a lot, and I am not one to trumpet my own work as it happens.
Conflict
How I handle disagreement
Raise the issue quickly and directly. Suggest a private chat and outline the concern. I aim to understand the facts, agree the actions, and move forward.
There is an honest tension here worth naming. I am asking you to raise things directly precisely because my own default is to let them go. So if something between us is not working, you will almost always have to start that conversation. I will meet you properly once it is open.
Feedback
Feedback and recognition
Offer feedback privately and candidly. I listen closely and I appreciate direct examples. I give feedback promptly, usually one to one, and I balance critique with practical suggestions.
Important
Give hard feedback in private and evidence it. I take criticism to heart, so a specific example lands far better than a general impression.
Recognition that lands
A sincere private thank you or note means a great deal. Public praise is fine but optional. Small acknowledgements beat big fanfare.
What motivates me
Gratitude for a job well done is enough. Grand rewards are not what motivates me.
Values
What I value at work
What I run on
Integrity, fairness, and hard work are the most important values to me. I believe everyone can succeed through effort and learning. I value clear roles, reliable processes, and measurable outcomes.
What drains me
Low standards drain my energy. Slack greetings without context, last-minute scope changes, and “good enough” quality all frustrate me. The dislike of surprises is the same trait as the discipline, so you get both or neither.
The short version
How to get the best from me
Five things, ranked by how much difference they make.
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Tick the ones you have tried. Your ticks stay in this browser only.
Ask me questions. I enjoy sharing what I know, once you have got me started.