Impartial
My role is not to decide who is right or impose an outcome. It is to help the parties understand the issues, test assumptions and explore options.
Facilitated commercial resolution
A structured way through difficult disputes.
When disagreements become entrenched, internal discussions can repeat the same arguments without producing a workable way forward.
I provide independent, structured facilitation to help individuals, teams and organisations clarify the issues, understand competing interests and work towards a practical resolution.
Independent and impartialConfidential and structuredCommercially aware
When this may help
When normal discussions are no longer working.
The service is most appropriate where the parties want to find a workable way forward but need an independent person to structure the conversation.
01
Disagreement between senior colleagues, founders or leadership teams.
02
Tension between commercial, operational or delivery functions.
03
Disputes over roles, responsibilities or decision-making authority.
04
Breakdowns in communication or trust that are affecting performance.
05
Conflict arising from organisational change, competing priorities or resources.
06
Internal disputes affecting delivery, customers, morale or key relationships.
07
Situations where the parties need to continue working together afterwards.
My approach
Independent, practical and focused on what happens next.
Confidential
The process begins with clear agreement about confidentiality, information sharing, record keeping and any written outputs.
Commercially aware
The process considers operational realities, customer commitments, organisational priorities and the cost of continued disagreement.
Structured but adaptable
Each engagement is designed around the people, circumstances and complexity involved rather than forced into a rigid standard format.
Outcome-focused
The aim is to move beyond repeated positions towards decisions, actions, responsibilities and workable ways of operating.
Clearly governed
The sponsor, participants, authority, scope and relationship with any legal or HR process are clarified before the work begins.
The process
A resolution process designed around the dispute.
The precise format is customised, but an engagement may include the following stages.
Initial assessment and scope
A confidential discussion with the sponsor to understand the background, parties, urgency, risks, desired scope and relationship with any parallel HR or legal process.
Confidential preparatory conversations
Separate discussions with the individuals or teams involved, supported where useful by relevant documents, a chronology or written perspectives.
Neutral issue mapping
The information is organised into a neutral structure covering the principal issues, agreed facts, competing interests, practical constraints and questions that need to be resolved.
Facilitated joint meeting
The parties meet face to face in a neutral space, online, or through a mixture of joint and separate sessions. Each participant is heard and the consequences of different options are explored.
Agreement and follow-through
Where agreement is reached, the parties can record decisions, actions, responsibilities, communication arrangements and review points, with a follow-up session where useful.
Potential outcomes
What a successful process can achieve.
A successful process creates clarity and a managed next step. It does not require complete agreement or personal reconciliation.
A clearer view of the dispute
Separate agreed facts, assumptions and interpretations, and make the underlying interests visible.
Restored communication
Reduce personal tension and establish practical ways for people or teams to communicate and work together.
Clearer roles and decisions
Agree responsibilities, decision rights, escalation routes and working protocols.
A practical resolution plan
Record specific decisions, actions, owners, deadlines and review points.
Clarity about unresolved matters
Identify issues that require an executive, HR, legal or other formal decision.
A managed way forward
Where continued collaboration is unrealistic, support a clearer and more respectful separation or transition.
Relevant experience
Experienced in resolving complex commercial differences.
At DXC and Luxoft, I led and supported complex negotiations involving sales, delivery, finance, legal and executive stakeholders.
My work included shaping commercial agreements, identifying competing risks and priorities, establishing governance arrangements, translating strongly held positions and helping parties reach decisions they could support and deliver.
I have worked on agreements ranging from £5 million to a potential value of $1 billion. This service applies the same core capabilities—listening, issue analysis, impartial challenge, commercial judgement and structured negotiation—to internal organisational disputes.
Scope and boundaries
Clear about what the service is—and is not.
Trust depends on clarity about my role, the limits of the process and when other professional support is required.
Important service boundary
This is an independent facilitation and commercial-resolution service. It is not legal advice, therapy, arbitration, an HR investigation or a substitute for a formal grievance, disciplinary or safeguarding process.
I do not impose decisions, determine legal rights or make findings of fact. Participants remain responsible for deciding whether to agree and for obtaining any legal, HR, financial or other specialist advice they require.
Where a matter involves allegations of unlawful conduct, safeguarding concerns, serious misconduct or significant legal rights, appropriate professional advice should be obtained before deciding whether facilitated resolution is suitable.
Practical arrangements
Designed to suit the people and circumstances.
Possible formats
- Two individuals or several stakeholder groups
- Leadership-team or cross-functional disputes
- Face-to-face meetings in a neutral external venue
- Virtual or hybrid participation where appropriate
- One intensive session or a phased process
- Joint meetings supported by separate discussions
Agreed before work begins
- Purpose, scope and participants
- Confidentiality and information sharing
- Record keeping and written outputs
- Sponsor involvement and decision authority
- Expected conduct and participation
- When the process may be paused or ended
The scope and fee are agreed after an initial confidential conversation. They depend on the number of participants, complexity of the issues, preparatory work required and likely number of sessions.
Frequently asked questions
Before deciding whether the process is suitable.
Is participation voluntary?
That should be agreed at the outset. Facilitated resolution is most effective where participants understand the process and are willing to take part, even if they remain sceptical about the likely outcome.
Will confidential comments be shared?
Not without prior agreement, subject to the limits of confidentiality set out in the engagement terms. Information-sharing rules are established before the process begins.
Does the process replace an HR or legal procedure?
No. It may sit alongside or before a formal process where appropriate, but the organisation should obtain suitable advice before deciding how the processes interact.
Is an agreement legally binding?
Not automatically. Nothing becomes binding unless the parties and relevant organisation formally agree that it should, with appropriate advice where needed.
What happens if resolution is not possible?
The process can still clarify what is agreed, what remains disputed and which matters require escalation, formal decision or another form of intervention.
Start with a confidential conversation.
The first step is a private discussion to understand the situation and assess whether facilitated resolution is appropriate. If it is not the right process, I will say so.