Criticaleye
Senior Editor
At Criticaleye, I write and commission insight-led articles for C-suite leaders navigating growth, transformation and risk. My work translates closed-door executive conversations, peer forums and board-level panels into clear, commercially relevant thought leadership — grounded in real experience, not theory.
Alongside editorial, I design agendas for senior executive events and chair and moderate roundtables, panels, webinars and podcast conversations with CEOs, CFOs, CPOs and Chairs. I manage speaker engagement end to end, distil live discussion into sharp, readable outputs, and ensure insight is captured in ways that support executive decision-making.
I work cross-functionally with events, marketing and commercial teams, partnering closely with business development and sponsorship stakeholders to align content with organisational priorities. Using audience insight and performance data, I track impact against KPIs and refine editorial strategy to support growth, retention and multi-year corporate memberships, ensuring Criticaleye’s content programmes deliver both editorial credibility and commercial value.
Exclusive Interviews
Leading Through A Crisis as a First-Time Group CEO
Leading Through A Crisis as a First-Time Group CEO
Leading Through A Crisis as a First-Time Group CEO
Michael Lewis (Uniper) — Uniper’s Group CEO on stepping into the role during crisis, stabilising a system-critical energy business and leading its transformation towards a sustainable, flexible energy future.
Leading Through Crisis and Transformation
Leading Through A Crisis as a First-Time Group CEO
Leading Through A Crisis as a First-Time Group CEO
Alistair Phillips-Davies (SSE) — SSE’s outgoing CEO on crisis leadership, activist pressure and steering long-term transformation at FTSE 100 scale.
Inside the Take-private at PropertyGuru
Leading Through A Crisis as a First-Time Group CEO
Inside the Take-private at PropertyGuru
Joe Dische (PropertyGuru) — PropertyGuru’s CFO on the take-private journey, private equity discipline and balancing growth with profitability under pressure.
Embracing the Human-AI Partnership
Leading People, Culture and Change at Legal & General
Inside the Take-private at PropertyGuru
Aileen Tan (Singtel) — Singtel’s Group Chief People & Sustainability Officer on leadership capability, organisational design and building a blended human–AI workforce.
Leading People, Culture and Change at Legal & General
Leading People, Culture and Change at Legal & General
Leading People, Culture and Change at Legal & General
Emma Hardaker-Jones (Legal & General) — Legal & General’s Chief Transformation and People Officer on culture, trust, CEO succession and making people strategy a commercial driver of change.
Transforming Performance Through Data
Leading People, Culture and Change at Legal & General
Leading People, Culture and Change at Legal & General
Jacky Simmonds (Experian) — Experian’s Chief People Officer on using data, analytics and AI to transform performance, build future skills and align people strategy with growth in a global data powerhouse.
Building Empathy-based Leadership
Building a High-performance Culture in PE
Harnessing Culture in a Tech Powerhouse
Erica Bourne (LSEG) — LSEG’s Chief People Officer on building empathy-based leadership, aligning people strategy to business performance, and setting a high-performance culture in a global financial and data organisation.
Harnessing Culture in a Tech Powerhouse
Building a High-performance Culture in PE
Harnessing Culture in a Tech Powerhouse
Gao Lan (Lenovo) — Lenovo’s SVP and CHRO on building a unified ‘We are Lenovo’ culture, strengthening leadership and talent, and positioning HR as a co-driver of strategy in a global tech powerhouse.
Building a High-performance Culture in PE
Building a High-performance Culture in PE
Building a High-performance Culture in PE
Kirsty Bashforth (Delinian) — Delinian’s Chief People and Culture Officer on building a high-performance culture in PE and aligning people strategy to value creation.
Steering Change at Rolls-Royce
Steering Change at Rolls-Royce
Building a High-performance Culture in PE
Sarah Armstrong (Rolls-Royce) — Rolls-Royce’s CPO on transformation, operating model change and building future-ready capability for an AI-enabled organisation.
Strategy Meets Talent
Steering Change at Rolls-Royce
Leading Through Transformation
Tanuj Kapilashrami (Standard Chartered) — Standard Chartered’s Chief Strategy and Talent Officer on aligning strategy, culture and talent, reshaping the operating model, and building a cohesive leadership narrative to drive growth and performance.
Leading Through Transformation
Steering Change at Rolls-Royce
Leading Through Transformation
Jen Tippin (NatWest Group) — NatWest Group’s Chief Operating Officer on leading through transformation, navigating macroeconomic uncertainty, and building a high-performance, digitally enabled workforce in a complex, regulated banking environment.