Curiosity before conclusions.
Understand the situation and what needs to change before settling on an answer.
About Decision Landing
New possibilities.
People equipped
to make them work.
Why the practice exists
My interest is in how people work with technology: what it enables them to do, what they need to understand and how their expertise develops alongside it.
Bringing digital and AI-enabled services into businesses meant working through new responsibilities, helping colleagues develop their skills and adapting how teams worked together. That experience led to Decision Landing. I want to help people do better work with AI and develop what they can contribute, with leaders who give them the clarity, support and room to learn that change requires.
Our approach
Understand the issue. Make progress that lasts.
Think independently. Challenge constructively.
Develop and test solutions, question assumptions and be open about uncertainty and trade-offs.
Stay involved. Build capability.
Help put solutions into practice and equip people to sustain and improve them over time.
Grounded in the consequences of real decisions.
My perspective comes from commercial and operating roles where decisions carried P&L consequences. I have supported management decisions on innovation, pricing and growth, from international launches to substantial investments, working with global businesses such as Nestlé, P&G and Bayer as well as smaller companies and entrepreneurial ventures.
My experience with AI began before the generative-AI wave. It includes predictive analytics and product development at BASES, computer vision at Trax, and AI-enabled product testing at NielsenIQ.
Those roles taught me that technology and analysis alone do not improve decisions or work. Value depends on how judgment, workflows and responsibility are redesigned around them.
Decision Landing brings that operating perspective to consequential decision systems and Human–AI Work. My approach is calm, direct and practical: start with what actually happens, make the organisational conditions visible, and work with management on changes that can be put into practice.
What informs the work
Curiosity is part
of the practice.
Learning remains part of my work. I continue to explore ideas in AI, systems thinking and human development, test them in practice and learn from the people I work with.
Ideas from IDEO U, Cambridge Judge, INSEAD and the University of Houston continue to inform that work. Conversations and exchanges across disciplines help me question familiar approaches and see things differently.
Innovation & EntrepreneurshipProfessional Education
AI for LeadersBabsonX · with Tom Davenport and colleagues
Design Thinking CoachHasso Plattner Institute
Professional Certificate in Executive CoachingHenley · ICF Associate Certified Coach
A continuing inquiry
The Hidden Life of Decisions
In this book, I explore how important decisions take shape and what helps them hold once the meeting is over. It draws together questions about judgment, responsibility and action that continue to inform my work.
View the book on AmazonA conversation
What is changing
in your organisation?
If AI is reshaping your team’s work, or important decisions are harder than they should be, let’s discuss what would make a meaningful difference.
Contact Nic