I didn’t set out to build an operations consultancy. I set out in search of change . The rest assembled itself.
Most consultants arrive with a framework. They apply it, write a report, and leave.
That’s not for me. Not because the frameworks are wrong, but because a rigid solution that nobody cares about doesn’t get used. I know that because I spent over a decade watching it happen in classrooms.
Why the teaching background matters
I was a Senior Leader, then Acting Deputy Headteacher. I led our COVID response, which turned out to be less about the virus and more about keeping a complex human operation running while every assumption about how it worked was pulled out from under us.
That experience made something clear: good process is the glue that keeps everything together. You show people the logic, you trust them in the work, and you make it easy to do it right. Skip those steps and it doesn’t matter how good the solution is. Nobody uses it.
That’s the part most consultants skip. It’s the part Fieldwork doesn’t.
What I actually do
I work with UK SMEs to find where operations are breaking down and fix them, practically. Sometimes that means a CRM that finally gets used, cleaner data, or a process that just needed someone to look at it properly. Sometimes it means embedding AI where it actually saves time, but only once the foundations are sound, because AI doesn’t fix a broken process. It makes it faster.
Then, if you choose to move forward, I work alongside you and your team until it’s embedded. The new way becomes the normal way, because the people running it were part of building it.
I also spent over a decade as a freelance outdoor instructor and DofE expedition leader, and as of April 2026 I’m Operations Manager at a school-facing expedition provider. Operational precision in that world is unforgiving, it’s made me unsentimental about the difference between a process that looks good on paper and one that actually holds.
I live and work from a motorhome with my family, which has its own way of clarifying what systems actually work versus what just feels like they should.
What I’m building
Fieldwork is deliberately early-stage, the genuine motivation is less the business itself and more the question underneath every context I’ve worked in: why isn’t this working for the people trying to do it? Teaching, outdoor instruction, operations, the contexts keep changing. The question stays the same. I find it interesting wherever it shows up.
The aim is a service that works reliably, serves a small number of clients exceptionally well, fewer things, done properly.
The next step
If you’d like to find out whether there’s something worth fixing in your business, the diagnostic costs nothing and takes 15 minutes. You don’t need to prepare anything.
Book a diagnostic:
Or find out more about how the process works: