I know what business decisions look like when they have to work in real life.

Before moving to the UK, I spent more than 15 years building and running my own business. It grew from the ground up into an established B2B operation, and for many years I was responsible for the decisions behind it — from customers and people to suppliers, costs, operations and growth.

When I moved to the UK, that chapter of my career ended. But the experience didn’t. What stayed with me was the way I had learned to look at a business: not as a collection of separate problems, but as a system where one decision can affect people, customers, costs and operations somewhere else.

That experience still shapes the way I work now. I’m interested in the process, the systems and the data, but also in the people who have to live with the decisions we make.

A change can make perfect sense on paper and still fail completely if it doesn’t fit the reality of the business.

Today, I combine that business experience with business analysis, process improvement, automation and practical digital delivery. It means I can look at a problem from both sides — what the business needs and what it will take to make the change actually work.