I bring technical expertise to strengthen a board’s insight into critical elements of transformation, data privacy and cyber security, essential in today’s digital world where small changes and threats can make or break a business.From managing a successful and highly competitive license application in Singapore, through acquisition and integration of different business cultures in Japan, growing an internet and hosting start-up in Japan, executing the turn-around of a multi-million dollar hosting business in USA and to turning around poor performing businesses in the Caribbean I have a demonstrable track record of success.Operating at CXO, Board levels and as a Consultant around the globe, I have found it critical to use my engineering background and operational skills to complement other corporate stakeholders on the team. Firm strategic leadership, natural coaching ability and excellent presentation skills have helped to re-build teams able to effectively compete and succeed.My experience in managing companies in cultures as diverse as Japan, the Caribbean, USA, Singapore and Russia has provided insight into techniques that work to re-invigorate performance. The recipe is often a combination of clear focus on core elements of the business coupled with attention to detail in execution. Businesses that manage actions well are faster at responding to the demands of the turbulent markets in which they operate.I have three core mantras for performance:1) Be very clear on strategic goals. Not so much the old style Vision, Mission, Values statements but more about being clear on what and why we are doing some things and, importantly, not doing others. 2) Action Management is a required core competence. Understanding that once strategic goals are defined then detailed execution is critical to success. Actions that are not clearly understood or not correctly owned may sit on action registers for months or years, ultimately falling through the cracks, wasting time, money and reputation. 3) Customer experience must drive regular cross functional communication and action tracking.Use of customer discontent to drive and prioritisation actions across the business is often more critical for business performance than expansion into new markets or products. As businesses get larger, or older, the closeness of teams often diverges and it becomes a key responsibility of management to bring the teams together on a regular and programmed basis. Get the core platforms right first, success will follow.