I spent over twenty years managing teams, making decisions, and navigating the unglamorous realities of organisational life. I've been the new manager who didn't know what the job required. I've been the senior leader watching talented people struggle through the same transition I went through.

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Most management content is built on research, frameworks borrowed from psychology, or war stories from CEOs who have forgotten what it felt like to manage their first team of three. Management Deconstructed is built on something different: direct experience, an honest assessment of what works, and a refusal to repeat comfortable nonsense.

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The frameworks I teach aren't borrowed. They're built from two decades of being in the room when things go wrong — and figuring out why.