What I offer

Good climate technology can still die three times before it reaches scale

Lab to pilot. Pilot to commercial deployment. Commercial deployment to scale.

I have spent the past several years interviewing, researching and profiling more than 100 climate-tech companies. Again and again, the same issue appears: a technology can work and still fail to become a viable business.

Cost. Customers. Certification. Infrastructure. Finance. Supply chains. Timing.

I think of these as the three valleys of death. Much of my work is about understanding where the real constraint lies, what must be true for a company or technology to move forward, and where the story being told does not yet match the commercial reality.

Today, much of that work sits within my role at SimpliFlying and the Sustainability in the Air platform.

From promising technology to commercial reality

A good technical idea is only the beginning.

The questions that usually determine what happens next are fairly simple:

• Who will buy it?
• What will it cost?
• What has to be built around it?
• What regulatory or certification hurdles remain?
• Who finances the next stage?
• What happens when it moves from a pilot to real deployment?

I look at those questions from the perspective of founders, investors and companies evaluating new technologies.

I am not an engineer, and I do not pretend to be one. My role is to understand enough of the technology to ask the right questions, identify where specialist technical diligence is needed and connect the technology with markets, customers, finance and scale.

Aviation and climate-tech intelligence

My deepest subject-matter expertise is in aviation and the technologies surrounding it.

That includes sustainable aviation fuel, synthetic fuels, hydrogen, carbon removal, electric and hybrid aircraft, new propulsion systems and emerging energy technologies.

I follow the companies and projects behind them, compare competing approaches and look at the practical constraints that determine which ideas are likely to make it out of the laboratory and into the market.

That work takes different forms: research, market analysis, briefings, interviews and strategic advice.

Making complicated ideas understandable

Complex technology still has to be understood by people who did not invent it.

Founders need investors and customers to understand the commercial case. Investors need to know what sits behind the claims. Industry leaders need enough clarity to make decisions.

I work across research reports, strategic narratives, interviews, conference presentations, panels and media commentary to make complicated subjects intelligible without removing the complexity that matters.

Finally, why me?

I have built businesses.
Before moving into aviation and climate tech, I built and ran agencies that generated £3 million in turnover and employed 40 people. I know what happens when strategy meets customers, cash flow, hiring and delivery.

I have seen a lot of companies up close.
More than 100 climate-tech companies have passed through my reporting, interviews and research. That creates useful pattern recognition.

I work across different worlds.
Through SimpliFlying, Sustainability in the Air and my wider work, I speak with founders, investors, airlines, fuel companies, policymakers and researchers. They often look at the same technology in completely different ways.

And I keep coming back to the same questions:

Who buys it? What does it cost? What has to be built? Who finances it? What happens at scale?

Those questions usually reveal more than the pitch deck does.