Delayed by the signs that are supposed to keep us moving

After a late flight back into Heathrow last night, I just wanted to get home. It should have taken about an hour. Instead, it took almost two and a half — a slow-motion crawl through the Home Counties, lit by flashing amber lights, unclear diversions and matrix signs that seemed to know nothing about what was actually happening on the ground.

After I had negotiated the first closure on the M25 (J18-20), National Highways had used the variable signs to warn of closures on the A1 — miles away and irrelevant to traffic heading north and about to turn onto the M1. What they didn’t mention was the full closure of the M1 (J9-11) which was just a few junctions ahead (I joined at 6A and saw nothing until after the J7/8 exit). When I finally reached the cones and flashing arrows, it was too late to do anything but follow the long, meandering diversion through half of Bedfordshire.

The irony is that the technology is all there. We have live traffic feeds, sensors, cameras, and signs capable of displaying accurate, timely information. But it only works if the people behind the systems use it well. Otherwise, the signs are just expensive noise.

And once you start seeing inconsistent or irrelevant messages, you stop trusting them. We’ve all driven under a gantry showing a sudden 40 mph limit for no apparent reason. Or a “Fog” warning on a perfectly clear morning. (I was once told by a former highways engineer that’s often down to spiders nesting in the sensor housing — which makes sense, but doesn’t exactly inspire confidence.)

The result is predictable. When technology over-warns, people tune it out. It’s the same problem you see in many digital systems — from workplace dashboards to AI assistants. Data without context or accuracy doesn’t help anyone. Trust is built on relevance, timeliness and credibility. Without those, the message just becomes background noise.

I’m not against the tech — quite the opposite. These systems can make our roads safer and our journeys smoother. But they only do that when they’re properly configured, maintained and used by people who understand what the data means. Otherwise, we end up ignoring the very systems designed to help us — and taking the scenic route home when all we really want is our own bed.

Featured image: created by ChatGPT.

Transformation theatre: when digital isn’t enough

I’m not a frequent flyer. Indeed, I avoid flying if there’s an alternative (like high speed rail) but I’ve had a British Airways account for years – probably over twenty. But, when I tried to log in ahead of today’s flight to Dublin, it seemed to have vanished. My PIN didn’t work, the password reset email never arrived, and WhatsApp customer support confirmed the bad news: my account had been closed.

No problem, I thought – just reopen it. Except I couldn’t. The advisor explained that although the account didn’t exist anymore, my email address was still in their system. To open a new account, I’d need to use a different email address.

I told them that I only have one address. Because, frankly, I shouldn’t need to create another just to fit around their IT quirks.

Eventually, the advisor said they’d request my email be deleted so I could open a new account “after a few days”.

In the meantime, I can still manage my booking using just my surname and booking reference – which always feels worryingly insecure. (Fun fact: behind almost every flight is the SABRE system that dates back to 1964).

When transformation is skin-deep

This is a classic example of where “digital transformation” falls short. The airline has done the visible stuff – shiny mobile apps, chatbots, WhatsApp support – but the underlying customer processes are unchanged.

I can interact through modern digital channels, but I’m still dealing with the same rigid, legacy back-end that can’t handle a simple scenario like reopening a dormant account. The transformation has been cosmetic, not structural.

It’s a reminder that customer experience isn’t about channels; it’s about outcomes. If a customer can’t achieve their goal, no amount of digital polish will make it a good experience.

Joined-up journeys, not disconnected systems

On theme that stood out at DTX London earlier this month was the importance of mapping and managing the customer journey – understanding what customers are trying to do, where friction exists, and how internal processes support (or hinder) that experience.

It’s not enough to build another interface. True digital transformation requires breaking down silos, re-thinking workflows, and aligning systems around real customer needs. If the back-end can’t flex, the front-end experience will always be compromised.

The lesson

In the end, I’m sure my problem will sort itself out – BA will eventually delete my old email record, and I’ll open a new account. But the irony is clear: digital transformation done badly just creates new frustrations through modern channels.

Transformation isn’t about adding apps and chatbots. It’s about re-engineering the processes that sit beneath them so customers don’t end up stuck in digital limbo.

Featured image: created by ChatGPT.

Interim, permanent, or fractional. What’s the difference?

A few weeks ago, I found myself in a LinkedIn comment thread debating a word that’s popping up more often in 2025: fractional.

Someone had written, “Isn’t ‘fractional’ just a new word for ‘contractor’?”

That’s a fair question. But I don’t think the two are equivalent.

I replied that contractors are typically full-time additions brought in to handle a short-term increase in demand – a burst of resource to deliver a project or fill a gap. A fractional professional, on the other hand, is someone who works with a business part-time and on an ongoing basis, bringing specialist expertise without the cost of a permanent hire. It’s not just semantics — it’s about how organisations think about accessing capability.

Permanent roles

Permanent employment still makes sense when you need someone embedded in the organisation, driving long-term initiatives, and living the company’s culture day-to-day. They’re part of the team for the long haul — shaping strategy, developing people, and being measured on sustained outcomes.

But permanent roles come with commitments: salaries, benefits, career development, and (in some cases) inertia. In a fast-moving world, it’s not always the right model for every leadership or specialist need.

Interim roles

Then there are interim professionals — experienced hands who parachute in to steer the ship during a time of transition. They’re often brought in to stabilise a team, deliver change, or hold the fort while a permanent hire is found.

Interims tend to be full-time for the duration of an assignment. They bring authority, clarity, and pace, but their job is usually to deliver outcomes and then move on. They tend to be pragmatic, sleeves-rolled-up leaders who thrive in uncertainty.

(The WB-40 podcast recently did a great episode on this topic — it’s well worth a listen: Episode 334: Interim).

Fractional roles

And then there’s the rise of the fractional model — especially at C-suite level. A fractional CIO, CTO, or CMO might work one or two days a week with several organisations, providing ongoing strategic input, coaching internal teams, and ensuring continuity of expertise.

It’s ideal for growing businesses that need senior leadership but don’t yet need (or can’t justify) a full-time role. For the individual, it offers variety and flexibility. For the business, it’s a cost-effective way to access top-tier skills.

Not just semantics

So no, “fractional” isn’t just a trendy word for “contractor”. Each of these models — permanent, interim, and fractional — serves a different need. And yes, any of them could be engaged on a contract or freelance basis, but the intent and structure differ.

As I prepare to meet with and present to a group of fractional and interim CIOs and CTOs later this week, I’m reminded how work itself continues to evolve. The lines are blurring — but that also means there’s more choice than ever in how organisations access the skills they need, when they need them.

Featured image: created by ChatGPT.

A couple of Garmin Fenix tips and tricks

I’ve had my Garmin Fenix 6 Pro smartwatch for a few years now. I left my Apple Watch for the Garmin and have never looked back. I find that it works far better for me, as a pure sports watch rather than trying to be everything.

Sure, Garmin Pay wasn’t supported in the UK (it may be now, I haven’t checked). But I always have my phone with me for Apple Pay. I’ve got the apps I need on the watch (like my Parkrun barcode) and the sports tracking is much better than Apple’s – both in accuracy and variety. I’m sure Apple has improved, but my Garmin has been bomb-proof for years. And the battery life is amazing – nearly two weeks, though I rarely let it go that long.

But, a couple of nights ago it decided not to track my sleep. That was odd, and then I noticed it wasn’t recording my heart rate either. So I rebooted the watch. It’s the first rule of IT support – have you tried turning it off and on again?

I don’t think I’ve ever had to do that in all the years I’ve owned it. Something like four years of uptime. Not bad!

One thing that does annoy me is the charge cable. It’s not a standard USB-C (or USB-anything). Instead, it uses a proprietary four-pin connector on one end, and USB-A on the other. Over time, the connector becomes loose and won’t stay attached to the watch.

The trick here is to gently give it a pinch with some needle-nosed pliers, halfway along the long sides. Close the metal back in and the connector holds firm again. Reliable charging resumes.

Do you have a Garmin smartwatch? Got any tips or tricks to share?

Featured image: created by ChatGPT.

The Chatham House Rule: there is only one!

It’s quite common to hear the phrase “this event will be run under Chatham House Rules”. The meaning of the phrase is that what is said in the room should be not be attributed to anyone present.

Chatham House is an independent policy institute and a trusted forum for debate and dialogue.

But they only have one rule. This is how it’s described on their website:

“When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed.”

I can be a bit of a pedant, and I couldn’t help myself pointing it out today. Yes, I really am that much fun to work with. I will try to do better in future…

TIL: About custom emojis in Microsoft Teams

I was in a Teams meeting recently, where someone added a version of our company logo as a reaction to a message. I’d never seen that before, and I was intrigued.

A little Googling later, and the AI Overview gave me my answer:

“To create custom emoji teams in Microsoft Teams, you need to upload images or GIFs as custom emojis, which can then be used by all members of your organization. This involves selecting the “Emoji, GIFs and Stickers” option in the message box, navigating to “Your org’s emoji,” and then choosing “Add emoji” to upload your custom content.”

This is what it looks like (though the screen grab has removed my cursor!)

And then…

You can read more about managing custom emoji in Teams, in the Microsoft support article on Use Custom Emoji in Microsoft Teams.

Gap year benefits: why a gap year might be the best decision you ever make

It’s that time of year again. In the UK, A-Level results arrive this week, GCSEs next. Traditional and social media will be full of articles about “what to do if you didn’t make the grade”.

I won’t be writing one of those.

Yes, I messed up my A-Levels. I scraped into my chosen polytechnic, graduated from university with honours, and built a reasonably successful career. But that was over 30 years ago. I’m also male and white, and that privilege has opened doors that might not have opened for others. My experience isn’t a template.

What I do want to write about is the magic of a gap year.

After 14 years of education, maybe you need a break before doing more. Maybe you want time before resits or reapplying to different universities. Maybe university isn’t for you at all. Or maybe you just want to live a bit before deciding what’s next.

Gap years are amazing.

Challenging the “gap year = unemployed” mindset

Some people will tell you a gap year is “just another name for being unemployed”. I think they’re wrong.

A gap year can be a year of growth, challenge, adventure, and learning about yourself in ways that a classroom can’t teach.

Two gap years, two very different stories

As a parent to two adult children, I’ve seen this first-hand.

My eldest son, now 20, took not one but two gap years.

The first followed his passion for cycling. He worked as a holiday rep leading cycling tours, returned to the UK to work in a warehouse, and tested whether he could make it as a professional cyclist. The racing results don’t matter — he’s great, but greatness isn’t the same as being exceptional. What mattered was what he learned along the way:

  • How to train 16 hours a week alongside a full-time job.
  • How to plan every meal and every drink to fuel performance.
  • How to deal with disappointment when a promised training arrangement fell through.
  • How to adapt in a foreign country, find a house share with a professional cyclist (thanks Sophie), and live his best life until returning to race in the UK.

His second gap year was more “traditional” — travel to a variety of European destinations, a few weeks volunteering for a charity in India, more warehouse work (he needed to fund it all), and more racing but this time without the professional ambitions.

There were challenges too. An internship had led to the promise of a job, but that never materialised. Undeterred, he followed up and found a new opportunity with the same firm — only for that to go quiet as well, this time because of an administrative error that meant no contract was ever issued. By then he was applying elsewhere. And it was the self-confidence built over two gap years, outside formal education, and without relying solely on his parents for guidance and support, that made him shine as a candidate in his assessment centre for the role. That confidence also helped him be certain the degree apprenticeship was the right route for him — so much so that he let go of his deferred place at The University of Sheffield.

Looking ahead

My youngest son is 18. He’ll get his A-Level results on Thursday and we have fingers (and toes) crossed that he gets the grades for his place at Exeter University. But before that, there are travel dreams to chase — which will also be funded by casual work.

Oktoberfest is already in the calendar (inspired by our Interrailing trip together last year). Applications are in for a ski season. There are plans for a few months in South East Asia. He’s seen his brother’s adventures and has role models in his parents and maternal uncle, who all travelled extensively before him.

When I first travelled, I had no idea what I was doing — I was the first in my family to go to university, the first to go Interrailing, and the first to fly around the world (that wasn’t on a gap year — I took time out after a few years in the workplace — and, by then, my career direction was set and it would have been very difficult to change).

The takeaway

Of course, not everyone will have the opportunities that my sons have. I wrote of my privilege, and my sons benefit from this too — perhaps even more so. They have both had part-time jobs alongside their school work, played sports, and taken part in many other extra-curricular activities that expanded their horizons. And my wife and I will continue to do everything we can to support them, just as we always have.

But here’s my message: think about a gap year.

It might not be for you — and that’s fine. It might be harder to make it a reality — but I urge you to consider it, if you can possibly find a way, because it might open your eyes to a world of opportunity. At the very least, it could give you the kind of stories, skills, and confidence that make you stand out from the crowd, spark curiosity in future employers, and set you on a path you might never have found otherwise.

And that’s why a “gap year” is certainly not a euphemism for being unemployed whilst living with your parents.

Featured image: created by ChatGPT

Clients or customers? Why words matter in business relationships

“We are a professional services company — professional services companies have clients.”

That was the view of one of my former CEOs, Alun Rogers. And for years, I’ve followed suit. Coming from a consulting background, I’ve always used client as the default. It suggests a professional, ongoing relationship. It hints at trust, expertise, partnership — even a touch of formality.

But lately, there’s been a shift. In my current role, the language is changing. After a period of trying to standardise on client, we’re now seeing customer creeping back in — and it looks like customer might win.

What’s in a word?

At first glance, it might seem like semantics. But words shape perception. And in a world of digital transformation, evolving business models, and hybrid service offerings, choosing between client and customer says something about who we are — and how we see those we serve.

Client carries with it a certain professional distance. Lawyers have clients. Consultants have clients. Agencies have clients. There’s an implication of long-term engagement and a service that’s often tailored or advisory.

Customer, on the other hand, feels more transactional — but also more accessible. It’s friendlier. More familiar. Retailers have customers. SaaS platforms have customers. Even the coffee shop down the road has customers (and maybe a loyalty card to keep them coming back).

Are we transactional or relational?

In truth, many of us operate in the blurred space between the two. We want to build trusted, long-term relationships — but we also offer repeatable, scalable services. The classic consultancy model is shifting. Clients are becoming subscribers. Services are being productised. The lines are blurring.

So maybe this isn’t just a linguistic debate. Maybe it reflects something deeper — how we define what we do.

Clients have customers too

Another reason client has felt natural to me is that, in many cases, our clients have customers of their own. We work with them to help improve the service they offer to their customers. It’s a reminder that, in B2B engagements, we’re often one step removed from the end user — but still invested in their success.

Friendlier language in a customer-centric world

That said, there’s a strong case for friendlier language. As organisations focus more on customer experience and ease of communication, customer might simply land better. It feels more inclusive, more human. And if we’re aiming to be more approachable, then customer might be the right fit — even in a professional services setting.

Just don’t expect me to stop saying client overnight.

Featured image: created by ChatGPT

Same word, different world: cloud in context

Almost 15 years ago, the US National Institute of Standards and Technology (NIST) published its definition of cloud computing. It outlined the essential characteristics of cloud, the service models (Infrastructure as a Service, Platform as a Service, and Software as a Service), and the deployment models – public, private, and hybrid. For a while, it felt like the industry had a common understanding of what cloud meant.

Cloud, in this context, is a concept – a way of thinking about how IT services are delivered. We might implement it in different ways, but we’re broadly talking about on-demand computing resources, elastic scalability, and usage-based metering. At least, that was the theory.

Same trend, different lens

Lately, I’ve seen conversations where different groups of technology experts view cloud through very different lenses. One group talks about organisations repatriating workloads from the cloud, while another highlights how they’re helping businesses modernise to the cloud. Both are right – they’re just looking at the same thing from opposite ends.

One sees rising cloud costs and workload suitability questions. The other sees the opportunity to modernise legacy applications and deliver value faster. Neither is wrong. But without that shared context, the conversation quickly becomes disjointed.

It’s perfectly possible – and entirely logical – for a majority of organisations to be moving one or more workloads away from the cloud (e.g. IaaS workloads that are poorly suited, or were not transformed), while at the same time many others are embracing SaaS to modernise their business applications.

Security still matters – even in SaaS

In another recent discussion, a speaker gave a solid presentation on cloud security challenges – configuration management, data protection, identity controls, and the like. Then came a question from the audience: “But what about us in the world of SaaS?”

It was a fair point. But again, it revealed the disconnect. Security considerations don’t go away with SaaS – they just shift. You might not patch servers anymore, but you still need to manage identities, access, and data sharing.

Microsoft explained the shared responsibility model back in 2018. They made it clear that while your provider handles infrastructure and platform security, you’re still on the hook for things like information protection and user behaviour.

Stop the tribalism

This is where it all starts to fall apart. “Cloud” has become such a broad umbrella that it hides the diversity underneath. Infrastructure-, platform-, software as a service – they’re all cloud, but they’re not the same. It’s almost as though we need to begin every meeting with a clarification: which cloud are we talking about?

We need to move past this tribalism. It’s unhelpful, and often gets in the way of progress. When we default to our own perspective – infrastructure vs. applications, on-prem vs. SaaS – we risk talking past each other.

Speak the same language

As technologists, we have a responsibility to be clear. If we’re talking about cloud, let’s define the scope. If we’re making assumptions, let’s surface them. Whether your focus is on platforms, apps, infrastructure or security, the goal is the same: to deliver value through technology.

So next time someone starts a sentence with “cloud is…”, pause. Ask them which bit they mean. It might just save everyone a lot of confusion.

Featured image: created by ChatGPT

Andalucía remembered

Two decades on, we came once more,
To southern Spain, and sun-kissed shores.
Nerja welcomed with skies so wide,
Where sea and mountain gently collide.

From terrace high, the blue expanse,
Each morning caught us in a trance.
Fresh coffee, then to the beach we’d roam,
Before the heat would drive us home.

Villages basked in golden light,
The sea turned silver come the night.
Warmth on skin, cool drinks in hand,
We let the days unfold unplanned.

Laughter echoed, glasses clinked,
We paused, we smiled, we stopped to think.
Days defined by time and place —
Sun and family, gentle pace.

One final day in Málaga’s hum,
Before the holiday was done.
Now back to clouds and colder climes,
But held inside, those warmer times.

(A collaboration between me, and ChatGPT… showing why I should stick to tech and leave the poetry to poets…)

Featured image: author’s own.