I work on turning AI ambition into practical, day-to-day reality.

I’m currently AI Innovation Partner at Travel Counsellors, working with the CTO and teams across the business to embed AI in a way that genuinely improves how people work and how customers are supported.

The focus isn’t experimentation for its own sake. It’s about adoption at scale. Building AI tools and workflows that save time, reduce friction, support better decisions, and fit naturally into how the business already operates. That includes evolving products like TC Copilot, as well as internal tooling that drives real operational change.

I’m particularly interested in the hard part of AI:
change management, trust, usability, and moving organisations from “AI-curious” to confidently AI-enabled. Travel is a uniquely complex, people-led industry, which makes it one of the most interesting places to apply AI properly.

My role sits at the intersection of technology, product, and people, with a strong bias toward delivery over hype and outcomes over demos.

I enjoy working with teams who want to move quickly, think clearly, and build things that actually stick.

Always open to thoughtful conversations about applied AI, transformation, and what it really takes to make this stuff work in the real world.

Jeremy Smith

COLONY

Founder Associate

1ovmany

As the CEO of 1ovmany, I lead a dynamic and innovative team in delivering bespoke management consulting services to a diverse range of clients. With a strong focus on strategic planning, operational efficiency, and organisational development, I ensured our clients achieve sustainable growth and competitive advantage.

Key Responsibilities:

- Develop and implement strategic initiatives that align with client goals and drive business growth.
- Oversee all operational aspects, ensuring efficient and effective service delivery.
- Foster and maintain strong client relationships, ensuring high levels of satisfaction and repeat business.
- Lead, mentor, and inspire a team of consultants, promoting professional development and a collaborative work environment.
- Monitor industry trends and market conditions to identify opportunities for new business ventures.

Achievements:

- Successfully grew 1ovmany's revenue to £3 million a year.
- Awarded Most Pioneering Management Consultancy Firm 2023.
- Achieved certifications as a B-Corp and Great Place to Work.
- Expanded the team to 40 people and broadened the company’s product lines.

Strategic Initiatives:

- Designed a Scale-up Operating Model that improved companies' focus, strategic execution, and delivery capability.
- Created an OKR accreditation and learning pathway programme from leadership to teams, enhancing organisational alignment and performance.

Notable Client Relationships:

Developed and maintained strong relationships with major clients in Financial Services, Fintechs, and Energy, including Citibank, Shell, BBC, Capital One, and Loqbox.

Chief Executive Officer

Loqbox

Designed and led the successful rollout and management of an organisation-wide OKR project, ensuring strategic alignment and operational efficiency across all levels.

Key Responsibilities:

- Project Design and Leadership: Spearheaded the development and implementation of the OKR framework, driving top-to-bottom alignment and accountability within the organisation.
- C-Suite and Leadership Training: Trained the C-Suite and Leadership team on OKRs, helping them establish company-level OKRs and a strategic map.
- Architecture and Implementation: Designed the architecture for the OKR implementation and provided an operating model for Business Portfolio Management and continuous improvement.
- Training and Facilitation: Trained over 150 colleagues and facilitated the creation of team-level OKRs across five key areas, embedding a culture of empowerment and strategic focus.

Achievements:

- Successfully implemented the OKR framework, enabling the organisation to set and achieve OKRs at the executive, departmental, and team levels for the first time.
- Established a structured approach to goal setting and performance management, resulting in enhanced alignment, accountability, and empowerment across the organisation.

This work was delivered through 1ovmany.

Senior Client Partner

BBC Studios

Facilitated the successful delivery of the OKR implementation project at BBC Studios, ensuring strategic alignment and operational efficiency across Technology and Operations teams.

Key Responsibilities:

- Project Facilitation and Leadership: Led the implementation of the OKR framework, driving alignment and accountability across seven departments within BBC Studios.
- Alignment and Prioritisation: Ensured effective alignment and prioritisation of the project plan, enabling successful implementation within the required 3-month time frame.
- Team-Level Coaching: Provided team-level coaching and agile/product support to 150 colleagues, fostering a culture of continuous improvement and strategic focus.

Achievements:

- Successfully aligned Technology and Operations teams across seven departments, enhancing organisational cohesion and performance.
- Embedded a structured approach to goal setting and performance management, resulting in improved alignment, accountability, and operational efficiency.

This work was delivered through 1ovmany.

OKR Implementation Project lead

Citi

Won the contract to lead the design and deployment of an Agile Operating Model across Citibank's five core functions, resulting in significant cost reductions and enhanced operational efficiency. Maintained the client relationship over multiple renewal periods for apx £6m of spend.

Key Responsibilities:

- Agile Operating Model Design and Deployment: Spearheaded the development and implementation of an Agile Operating Model across FP&A, Capital Planning, RWA, Finance Data, and Reporting, achieving a 5% reduction in operating costs.
- Programme Management: Oversaw a strategic programme consisting of 13 work streams, managing budgets, risk resolution, dependency management, stakeholder engagement, governance, end-to-end project delivery, and tooling configuration.
- Training and Development: Designed and delivered comprehensive training courses and programmes on OKRs, Scrum, Kanban, Estimation, Prioritisation, Scaled Frameworks, and Roles & Responsibilities to over 500 colleagues.

Achievements:

- Reduced decision latency by 83% through effective programme management and implementation of agile practices.
- Facilitated a culture of continuous improvement and strategic alignment through extensive training and development initiatives.

This work was delivered through 1ovmany.

Transformation Program Manager

Shell Recharge Solutions

As Value Stream and Agile Integration Lead I designed and implemented the company's first Value Stream, creating a foundational blueprint for ongoing organisational change and agile integration.

Key Responsibilities:

- Value Stream Design and Implementation: Developed and implemented the company's first Value Stream, setting the stage for continuous organisational transformation and improvement.
- Agile Coaching and Support: Provided coaching support to a team of 10 Agile Coaches, facilitating the integration of a new company-wide Agile Operating Model across 20 Development squads.
- Operational Alignment: Ensured seamless integration and alignment of agile practices, fostering a culture of collaboration and continuous improvement within the organisation.
- Executive Support: Supported the C-Suite team in the creation of the company's OKRs and coached the CEO, COO, and CMO on agile practices and strategic initiatives.
- Strategic Portfolio Design: Collaborated with the CEO and CTPO to design the company's Strategic Portfolio Board, enhancing strategic planning and execution.
- Training and Development: Trained over 600 people in OKRs and coached 20 teams, embedding a culture of strategic focus and operational excellence.

Achievements:

- Successfully established a Value Stream framework, enabling structured and sustainable organisational change.
- Enhanced the performance and effectiveness of 20 Development squads through targeted coaching and agile integration support.
- Played a pivotal role in aligning executive leadership with strategic goals through OKR creation and executive coaching.
- Empowered over 600 colleagues with OKR training, driving widespread adoption and effective implementation across the organisation.

This work was delivered through 1ovmany.

NatWest Group

Led the Agile transformation across a division of 600 people, overseeing the delivery of Technology and Change programs within the bank.

Key Responsibilities:

- Agile Transformation Leadership: Directed the Agile transformation for Enterprise Engineering, ensuring the seamless integration of Agile methodologies across teams and departments.
- Coaching and Development: Coached and mentored new Scrum Masters and Product Owners, equipping them with the skills and knowledge needed to excel in their roles.
- Organisational Setup: Collaborated with Engineering, Product, and Architectural leads to establish the division's structure, ways of working, and key events, fostering a culture of continuous improvement and collaboration.
- Stakeholder Engagement: Engaged with key stakeholders to drive alignment and support for Agile practices, ensuring successful implementation and adoption across the organisation.
- OKR Implementation Leadership: Led the implementation of OKRs, designing the Target Operating Model for OKRs and training 600 people to ensure a structured approach to goal setting and performance management.

Achievements:

- Successfully transformed the working practices of 600 individuals, embedding Agile methodologies that enhanced efficiency and productivity.
- Played a crucial role in setting up the division, creating a robust framework for Engineering, Product, and Architectural teams to operate effectively.
- Fostered a collaborative and empowered environment through targeted coaching and the establishment of clear processes and events.
- Spearheaded the OKR implementation, resulting in a coherent and strategic approach to objectives and key results across the division.

Agile Coach

Mikehorw Consulting Ltd

As an independent contractor, I led high-impact projects in OKR implementation, Agile transformation, and digital innovation.

RBS: Led OKR implementation, designed Target Operating Model, and trained the department; served as Lead Agile Coach for Enterprise Engineering, transforming Agile practices for 600 employees.

Lloyds Bank: Value Stream Agile Coach for Digital Transformation in Asset Finance, designed a 12-week study program to understand customer needs and develop a change backlog and OKRs.

Sky: Hired and led a 'Tiger Team' of DevOps engineers to drive Agile transformation, shifting from delivery output to an outcome-focused approach.

Vocalink: Product Coach for Innovation team, developed Next Generation Payments Platform, and promoted Cloud, Continuous Delivery, Agile, Micro-Services architecture, and API-driven product development.

Zava Medica: Led European-wide digital transformation for a Health-Tech start-up, re-platforming to Cloud-Based Infrastructure, implementing OKRs, and spearheading Agile transformation.

Managing Director

Lloyds Banking Group

Led the digital transformation in the Asset Finance group, focusing on designing a comprehensive program to understand customer needs and training the Product Team in Agile methodologies.

Key Responsibilities:

- Value Stream Design: Designed a 12-week study program aimed at understanding customer needs, providing valuable insights to guide the digital transformation efforts.
- Agile Training and Coaching: Trained the Product Team in Agile ways of working, ensuring they were equipped with the necessary skills and knowledge to drive successful project outcomes.
- Communication Facilitation: Ensured effective communication flows between the Business and the Transformation team, fostering collaboration and alignment across all levels.
- Stakeholder Engagement: Worked closely with key stakeholders to support the digital transformation, ensuring alignment with strategic goals and customer expectations.

Achievements:

- Successfully designed and implemented a 12-week study program that provided critical insights into customer needs, shaping the direction of the digital transformation.
- Empowered the Product Team with Agile training, enhancing their ability to deliver projects efficiently and effectively.
- Facilitated seamless communication between the Business and Transformation teams, ensuring alignment and successful execution of the transformation initiatives.

Value Stream Coach

Mastercard

Served as the Product Coach for an Innovation team, with a primary responsibility for developing the company's Next Generation Payments Platform.

Key Responsibilities:

-Product Development Leadership: Led the development of the Next Generation Payments Platform, guiding the team through innovative product strategies and Agile methodologies.
- Coaching and Mentorship: Provided comprehensive coaching and mentorship to the Innovation team, fostering a culture of creativity, collaboration, and continuous improvement.
- Agile Methodologies Implementation: Implemented Agile practices within the team, ensuring efficient and effective product development cycles and timely delivery of project milestones.
- Stakeholder Engagement: Collaborated with key stakeholders to align the product vision with business objectives, ensuring the platform met strategic goals and customer needs.
- Innovation Facilitation: Encouraged and facilitated innovative thinking and problem-solving within the team, driving the creation of cutting-edge payment solutions.

Achievements:

- Successfully guided the Innovation team in developing the company's Next Generation Payments Platform, positioning the company at the forefront of payment technology.
- Enhanced team performance and productivity through targeted coaching and the implementation of Agile methodologies.
- Fostered a collaborative and innovative team environment, leading to the creation of groundbreaking payment solutions that align with the company's strategic goals.

Product Coach

Innovative Business Leader with a proven track record in scaling businesses and driving transformative change. As the former CEO of 1ovmany, a boutique management consultancy, I grew the company from 2 to 40 employees and grew revenue from £70K to £3 million annually. My leadership has been instrumental in earning 1ovmany accolades like the Most Pioneering Management Consultancy Firm 2023, B-Corp certification, and recognition as a Great Place to Work. 

My expertise spans strategic vision, operational efficiency, and client acquisition, securing major clients such as the BBC, Citibank, Natwest and Shell.

I specialise in designing and implementing strategic initiatives, such as the development of OKR frameworks, Agile Operating Models, and Value Streams, resulting in significant improvements in organisational alignment, efficiency, and performance. 

I have extensive experience leading a wide range of complex projects, including:

- Organisation-wide OKR projects, implemented solutions across 10 companies, training over 1,000 colleagues, and coaching more than 100 teams and 10 C-Suites, fostering a culture of empowerment and strategic focus.
- Designed and deployed Agile Operating Models, including at Citibank where the implementation reduced operating costs by 5% and decision latency by 83%.
- Established Value Streams and supported strategic planning and execution, such as implementing the first Value Stream for Shell Recharge, creating a blueprint for ongoing organisational change.

In addition to my consulting work, I co-authored "The OKR Method," the world’s only open-source OKR methodology, further demonstrating my commitment to sharing knowledge and driving industry innovation.

Passionate about building positive organisational cultures and strategic partnerships, I thrive on helping businesses achieve sustainable growth and competitive advantage. Currently seeking new opportunities to leverage my skills and experience in driving transformative change and strategic growth.

Mike Horwath

Most leadership teams don’t have a delivery problem.
They have a truth problem.

We can hit the milestones, ship the thing, keep cost under control… and still fail to move what actually matters.

That’s the output vs outcome trap:
Output = what we deliver
Outcome = what changes because we delivered it
And this is where OKRs earn their keep.

Good OKRs create space to learn, not pressure to be “right”.

They’re a mirror, reflecting reality back to you so you can choose the next move.

I like thinking about it through a GROW lens:
Goal > Objective
Reality > Key Results (the signals that tell the truth)
Options > initiatives / experiments
Way forward > commitments + operating rhythm

If your reporting is dominated by “on time / on budget / scope delivered”… but impact still feels fuzzy, this will help.

Practical guide + a table of “output → outcome rewrites” you can use 👇

Transformation Consultant | Product & Operating Model Change | Outcome-Driven Delivery | OKRs

Open article: Outcome vs Output: shifting the focus from delivery and cost to business goals by theokrhub.com

Outcome vs Output: shifting the focus from delivery and cost to business goals

How aligned is your exec team in practice?

A quick test: could two different directors give you the same answer to these three questions?

What are the top 3 priorities this quarter?

What are we not doing (or deprioritising) because of that?

How will we know it’s working?

If the answers vary… delivery teams end up doing the alignment work instead.

What I’ve seen (a lot) is this pattern:
– priorities multiply
– trade-offs stay implicit
– updates replace decisions
– “busy” looks like progress

OKRs help when you use them as a decision tool, not a template.

A practical cadence that works:

Monthly: confirm the 3 priorities + the “not doing” list

Fortnightly: review outcome signals (KRs) and remove blockers

Weekly: focus the exec slot on decisions + blockers, not status

If you’re feeling out of sync, start small:
Pick one priority, write one objective, agree 2–3 outcome signals, and review them regularly.

Alignment shows up in what you stop.

No alternative text description for this image

Most governance is designed to control work.

Very little is designed to improve system performance.

And that’s the problem.

When governance is built for reassurance (packs, forums, status), you don’t get better outcomes you get more admin and slower decisions.

The shift is to treat governance as part of the system design:

System conditions: where are we creating queues, handoffs, waiting, rework?
Performance over time: what’s happening to flow time, throughput, WIP and predictability not just “are we on track”?
Management thinking: what behaviours are we rewarding, and what work does the system make inevitable?

One leadership team I supported stopped asking “are we compliant with the process?” and started asking:

What is the system optimised for right now?

They cut the number of forums, reduced decision latency, and moved to a simple rhythm:

* Bring only items that need a decision
* Review outcome signals and flow measures
* Remove the system constraints causing delay

Governance didn’t get “lighter” by accident.

It got better because we designed for performance.

If your governance feels heavy, it might not be a people problem.

It might be your system.

Most organisations don’t have a governance problem.

They have a compliance mindset.

Governance becomes something we perform.

* Documents get written.
* Slides get produced.
* Forums get attended.
* Boxes get ticked.

But very little of it is read.

* Very little of it changes behaviour.
* Very little of it improves outcomes.

And here’s the uncomfortable bit:

“Every system is perfectly designed to get the results it gets.”
— W. Edwards Deming

If governance is designed to avoid blame, it will produce fear, delay and box-ticking.

When the focus shifts to:
– proving activity
– protecting positions
– audit fear

…productivity drops and learning disappears.

Healthy governance looks different.

It asks:

* What is the system optimised for right now?
* Which system conditions are creating waste (queues, rework, handoffs, delay)?
* What does performance look like over time vs an arbitrary target?
* What is management rewarding that drives these results?
* What will we change next and how will we know it worked?

It’s less about covering backs.
More about improving outcomes.

Is your governance helping you learn or just helping you comply?

Alignment isn’t about agreement.

It’s about visible trade-offs.

If two executives can’t name the same three priorities, you don’t have alignment.

You have polite ambiguity.

Most leadership teams don’t struggle to spot trade-offs.
They struggle to commit to them.

Trade-offs sit in slide decks.
They get discussed.
But they rarely become explicit decisions that shift investment, capacity or focus.

When everything is labelled “critical”, nothing really is.

Visible trade-offs force clarity:

* What are we prioritising?
* What are we de-prioritising?
* Where is capacity moving?

This isn’t about adding governance.

It’s about reducing decision latency and eliminating drift.

Alignment shows up in what you stop.

How explicit are your executive trade-offs right now?

Executive teams rarely have an alignment problem.

They have a system performance problem.

If your operating rhythm is optimised for updates, escalation and reassurance, that’s exactly what you’ll get more of.

Increasingly, I see executive reviews become ceremonial. Attendance drops. Information flows upward, but insight doesn’t. The energy shifts from decision-making to status management.

In these situations, we redesign the rhythm around performance:

– Where are the system constraints?
– Where is value actually being created or blocked?
– What data tells us what we are optimising for?

There is no need to review everything “just in case”. The system should surface what matters.

When the exec forum is redesigned around system performance, the conversations change. Focus sharpens. Trade-offs become visible. Decisions accelerate.

Not through pressure.

Through clarity.

The question isn’t:
“Are we aligned?”

It’s:
“What is our operating system actually optimised for?”

Alignment shows up in what you stop doing.

But stopping work isn’t the real intervention.

Redesigning what your operating system rewards is.

I worked with a scale-up running 15 active priorities per quarter.
On paper: ambitious.
In reality: fragmented attention and slow throughput.

The issue wasn’t alignment.
It was optimisation.

The system rewarded starting.
It rewarded updates.
It rewarded responsiveness.

It did not reward finishing.

We redesigned the executive rhythm around constraint removal and outcome progress.
Everything else was made explicit and paused.

Delivery velocity improved by 40%.

Not because people worked harder.
But because the system stopped competing with itself.

The question isn’t:
“Are we aligned?”

It’s:
“What is our operating rhythm optimised for?”

Most operating models don’t fail because they’re flawed.

They fail because they’re optimised for something else.

Many were designed for predictability, risk control and clear stage transitions.
But modern work is interdependent, fast-moving and uncertain.

So friction appears.

Not because people lack capability.
Not because strategy is unclear.

But because the system rewards control over flow.

Take strict stage gates.

On paper, they create rigour.
In practice, they often create waiting.

Work slows. Decisions stack up. Accountability diffuses.

The real issue isn’t structure.

It’s optimisation.

Every operating model incentivises something:

* Approval or progress
* Reporting or learning
* Activity or outcomes

And systems reliably deliver what they are designed to reward.

If your organisation feels heavy, political or slow, ask:

What is our operating model actually optimised for?

Shifting to a systems mindset means:

* Designing for feedback loops, not just governance
* Enabling decision flow, not just oversight
* Aligning incentives with outcomes, not visible effort

Operating models don’t create friction by accident.

They create exactly what they’re built to produce.

If the results aren’t what you want, the design is where to look.

What if your system was actually working for you, not against you?

Most leaders focus on what their system *does*—but rarely on what it's actually built for. Is it designed to improve outcomes, or just keep busy with activity?

I worked with a scale-up whose delivery rhythm was so overloaded, progress was invisible. They were drowning in updates, yet missing key milestones. We refocused their system to prioritise clarity, trade-offs, and measurable outcomes. The result? Teams aligned quickly, decision-making sped up, and the organisation regained momentum.

Improving your system means choosing what matters and building rhythms that make progress visible and sustainable. It's not about more work, but better work.

So ask yourself: what is your system really built to achieve? If it's not moving the needle, it's time to rethink the design.

How do you build lasting delivery momentum?

Many teams struggle to maintain steady progress because they lack a consistent delivery rhythm. Without a reliable cadence, execution becomes erratic and outcomes slip.

Practical steps help embed a delivery rhythm that drives real momentum. Start by defining a clear, repeatable cycle for planning, execution, and review. This creates predictable touchpoints for alignment and course correction.

For example, one scale-up I worked with introduced a fortnightly delivery cadence anchored by a simple review meeting. Within two quarters, their on-time delivery rate improved by 30%, and teams reported greater clarity on priorities.

The takeaway? Momentum isn't about speed alone; it's about rhythm. Embed a reliable delivery rhythm, focus on outcomes, and build feedback loops that reinforce progress.

What delivery rhythm works best for your team right now?

How clear are your exec team's priorities?

Too often, executive teams struggle to focus quarterly efforts because priorities blur and everything feels urgent.

Without clear trade-offs, teams spread themselves thin, leading to missed targets and wasted energy.

For example, a scale-up I recently worked with had over ten competing objectives each quarter. By facilitating tough conversations on what to stop doing, they cut priorities to three. This shift increased delivery speed and improved alignment.

Sharpening quarterly priorities means embracing trade-offs. It requires saying no to some good ideas to say yes to the few that truly matter.

For exec teams, this clarity drives confidence, accelerates decision-making, and creates momentum across the organisation.

What priority will you say no to this quarter to make room for what matters most?

What if alignment is more about what you stop than what you start?

Leaders often focus on adding initiatives, new projects, or fresh priorities to drive change. But real alignment shows up in the choices you make to stop doing certain things.

Consider a scale-up juggling ten priorities. Without stopping or pausing some efforts, energy and focus scatter. The result? Confusion, missed targets, and frustration.

One executive team I worked with cut their quarterly priorities from ten to three. They stopped chasing low-impact metrics and projects that didn't move the needle. Within one quarter, their delivery rhythm sharpened, and outcomes became measurable and meaningful.

Stopping creates space for clarity and momentum. It forces honest trade-offs and prioritisation. This is how strategic alignment becomes visible not through more activity, but through disciplined focus.

Ask yourself: what will you stop this quarter to create real alignment and accelerate progress?

How does governance unlock real flow?

Most governance feels like a control mechanism, slowing decisions and creating bottlenecks.

But what if governance could enable flow instead? What if it supported teams to move fast while delivering measurable outcomes?

Consider a global tech scale-up struggling with overloaded steering committees and unclear decision rights. They restructured governance to focus on clear roles, delegated authority, and outcome-based reviews. The result? Faster decision-making, fewer escalations, and visible progress against strategic goals.

Good governance balances autonomy and accountability. It creates a rhythm where teams know what matters, who decides what, and how success is measured. This clarity reduces noise and builds momentum.

For leaders driving change, the ask isn't more meetings or reports. It's governance that clears the path for flow and focuses on outcomes that move the needle.

Are your governance structures helping or hindering flow? What would you change to see clearer progress this quarter?

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