Hello, I'm Nic

I didn’t start out wanting to work in marketing or communications. I wanted to be a journalist.

What drew me in was the idea of making sense of things — asking questions, noticing patterns, and explaining complex ideas clearly. I built my own website early on, started writing, and learned first-hand how powerful clarity, structure and narrative can be when you’re trying to be understood.

That instinct carried through as my career developed. I found myself working in increasingly complex organisations and environments — often where the context was messy, the pressure was high, and there were multiple, competing versions of “what’s really going on”. Over time, the work became less about outputs and more about judgement: helping leaders decide what mattered, what didn’t, and how to move forward without losing trust.

What I’ve learned along the way is that complexity rarely needs more noise. It needs calm thinking, honest conversations, and leadership that’s prepared to sit with uncertainty long enough to make good decisions. That’s the work I’m drawn to now — supporting organisations through moments of change, scrutiny or transition, and helping leaders find clarity when it’s hardest to come by.

I’m most useful at points of transition — when something is changing, something has broken, or something no longer fits the situation an organisation finds itself in.

In those moments, the temptation is often to rush: to act quickly, say something reassuring, or reach for familiar solutions. My instinct is usually the opposite. I take time to understand what’s really happening — the pressures people are under, the risks in play, and the assumptions that may no longer hold — before deciding what needs to happen next.

I work alongside leaders to create space for clear thinking when it’s hardest to find. That means asking the uncomfortable questions, simplifying where things have become over-engineered, and helping teams distinguish between what feels urgent and what actually matters. From there, the focus is on proportionate action: moving forward deliberately, communicating clearly, and maintaining trust as the situation evolves.

I don’t believe good leadership is about having all the answers. It’s about knowing when to pause, when to decide, and how to guide people through change with confidence and credibility — especially when the path ahead isn’t fully visible yet.