About
I've spent most of my career inside the problem.
I didn't set out to become a consultant. Tangled came out of seventeen years helping scale a global customer operations platform, including building a UK business from scratch to $9M and into profit, and ending as Chief Transformation Officer. Most of that time I was the person asked to work out what was actually going on, get people around the table, make the difficult calls and keep things moving when the answer wasn't obvious.
Where it comes from
No playbook. Build it anyway.Seventeen years helping scale a global customer operations platform. Around eight of those years building a UK business from scratch to $9M and into profit.
Building meant more than transformation. It meant revenue, organisation, new service offerings, reputation and market — created where no established playbook existed.
A new market, a new organisation, new services, new ways of working. You work out what good looks like while you're building it: test the assumptions, bring in the expertise you don't have, decide without perfect information, adapt as things change, and keep it moving.
Building something rather than advising on it changes what you notice. Most of the time the difficulty wasn't the thing everyone was pointing at, and people and behaviour mattered at least as much as the process or the technology. From inside the organisation, that's usually the hardest thing to see.
The real experience
A CV doesn't tell the whole story.
What did you learn when it went wrong?Some of the most useful experience doesn't appear on a CV. It's what you learn when things go badly, the pressure is heavy, and you still have to find a way forward.
Pressure is hard, heavy and relentless. The answer isn't panic or theatre. It's dig in, understand the facts, work out what actually matters and keep moving.
You don't need to have all the answers. Asking for help or expertise isn't giving in — it's knowing where your capability ends, where someone else's strengths begin, and who needs to be in the room. That's why Tangled builds the right small team around the work rather than arriving with an army.
How I work
Honest. Open. Pragmatic.
Shoulder to shoulder.
- I'll challenge assumptions and ask the difficult questions.
- I'll take the emotion out when it's needed and stay with the facts.
- I'll push for decisions and visible progress.
- I'll tell you the truth when something has gone badly.
- I'll bring in expertise when the situation calls for it.
- I'll give credit to the people who made the outcome happen.
People aren't an implementation detail. Motivation, recognition, influence, leadership behaviour and capability decide whether change lands. People do their best work when they understand their contribution and get proper credit for it.
Distance & trust
Relationships matter more when you can't walk across the room.
Much of my work has been built with distributed teams and international stakeholders — alignment, trust and momentum created without relying on being in the same room.
The strongest professional relationships I have often outlasted the commercial engagement. Good work creates relationships built on mutual respect and trust.
Fit
The work depends on trust.
Tangled works best where people are straight with each other, own the problem together and behave well when it's difficult. If we can't work well together, we won't create the value either of us wants.
We know what good looks like. We'll be honest if we don't think we can create it together.
Who we tend to work withWhy Tangled
Nothing arrives neatly labelled.
Looks like process. Rarely only process.A situation gets described as a process problem, and then it turns out to involve people, technology, accountability, history and two or three priorities nobody has been willing to choose between. That's where the name came from.
So Tangled brings that operating experience into businesses that have something important they want to work through. Sometimes that's a problem. Often it's an opportunity, a decision, or just the need for another view and some capacity to get it moving.
The kind of work we take onOne example
When the rules changed, the operating model had to as well.
A global customer operations platform faced a shift in its legal and regulatory landscape that left it exposed to liabilities and regulatory risk equal to 15% of annual revenue. Keir led a cross-functional team across 15 head-office functions and 40 subject experts to redesign how the platform operated: governance, ways of working, and a new subscription model for its customers. The new operating model was designed to take that exposure off the table, and went live as he moved on.
That's where Tangled came from.
The useful bit now is working out whether that experience could help with what you're trying to work through.