The intersection where most AI adoption programmes stop short.
Everyone talks what AI can give you. I work on what we’re giving to it in return.
THE WORK
What technology does to people, at scale.
Cyberpsychology is the study of what technology does to people: to cognition, trust, identity, and behaviour, when deployed at scale. It explains why confident AI users can still make poor judgements, why governance frameworks that look sound on paper fail in real delivery environments, and why the gap between policy intent and operational reality keeps opening up.
I hold an MSc in Cyberpsychology and an MA in Politics and Public Policy, alongside 25 years in NHS communications. For ten of those years I led communications on major digital transformations, including electronic patient record roll-outs, the large-scale clinical system changes where the gap between confident use and competent use carries real consequences. That combination produces something specific: the capacity to hold technology and human behaviour together in analysis, rather than treating them as separate problems for separate disciplines.
NHS AI GOVERNANCE
I helped define the national response.
I was a founding architect of the NHS Communications AI Taskforce and authored its original operating framework and governance structure. As an AI Ambassador at the Department of Health and Social Care, that advisory role continues.
The governance challenges facing public sector organisations today are ones I helped define the national response to. The frameworks, the failure modes, the gap between policy intent and operational reality: these are not theoretical concerns. They are problems I worked on directly, at the level where decisions were being made.
PUBLIC ACCOUNTABILITY
Grounded in real public accountability.
I am an Executive Committee member and chair the Patient and Public Advocacy Steering Committee at UK Digital Health and Care. That role grounds my advisory perspective in real public accountability: the governance structures, trust obligations, and population-level consequences that define responsible AI adoption in health and public services.
HOW THE PRACTICE WORKS
Focused engagements, scoped to a defined problem.
Engagements are focused and specific. Each is scoped to a defined problem, with clear deliverables and agreed boundaries. I don’t offer broad transformation programmes or open-ended retainers.
I work with two kinds of organisation. Public sector leaders accountable for AI decisions, who need governance, advisory, and professional development that hold up in real delivery conditions. And business leaders bringing AI into their organisations, who need a clear-eyed view of what it can do, what it costs in human terms, and how to roll it out without eroding the judgement of the people doing the work.
What both have in common is the stakes. I offer expert input to leaders making decisions that matter, who need thinking they can rely on.
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