I founded Blue Jay Learning after noticing the same pattern across every organisation I worked in — well-designed, well-delivered programmes that didn’t change how people worked.

Completion rates were fine. Feedback was positive. And six months later, the behaviour the programme was meant to shift? Still the same.

That gap between investment and visible change is what Blue Jay Learning exists to close.

I work with People Directors and CHROs in complex, regulated, and global organisations, typically where the stakes of getting culture, leadership, or performance wrong are genuinely high. My work has taken me inside organisations including Worley, HSBC and GSK.

What those organisations have in common is that learning activity alone was never going to be enough. They needed development that started with the business problem and worked backwards from there.

My approach is built around a simple but underused idea: start with the business metric that needs to move, not the programme.

I use behavioural science as a diagnostic engine to identify which behaviours need to change to shift that metric, what’s getting in the way, and how to design something that targets exactly that. Then I build in measurement from the start, so at the end you can see both what shifted behaviourally and whether it moved the number that matters.

I’m a judge for the Learning Technologies Awards and a mentor with The Learning Network, where I support L&D professionals to build their impact and commercial credibility.

I also speak and facilitate roundtables on behaviour change, learning strategy, and performance, bringing the same diagnostic thinking to group conversations that I bring to client work.