Most bad decisions are not made by bad decision-makers. They are made in bad conditions: too late in the day, too anchored, too rushed, with the room already agreeing before dissenting voices are heard. My work is helping managers and teams create the conditions for better decisions.

I'm a decision scientist applying behavioural science to how decisions actually get made at work. That means diagnosing how your decisions happen today, training the tools that decision science says work (and being honest about where the evidence is thinner than the enthusiasm), and redesigning the recurring decisions that matter most.

I founded Meta-decisions to do exactly that. The practice works with managers individually or entire teams to diagnose where judgement breaks down and redesign the conditions that cause it, using tools drawn from behavioural science and decision sciences.

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The science comes first. I earned a PhD in Managerial Decision Science from IESE Business School, an MBA from NYU Stern as a Fulbright scholar, and a BSc in Mathematics and Economics from the LSE. I serve on the Board of the Global Association of Applied Behavioural Scientists as Director of Research on workplace decision-making, and on the Advocates Committee of the Alliance for Decision Education. My work has been featured in Forbes, Harvard Business Publishing, and leading international press.