The build isn't finished until someone else can run it.
I've spent two decades explaining technical work to people who don't do technical
work for a living — and years doing it at scale, in live cohorts of a hundred
people at a time. Training isn't something I add at the end of a project. It's the
part that decides whether the project survives me.
Leadership workshop, Pakistan — whiteboard first,
slides second. The diagrams are always drawn live.
1,000+People trained across 12 countries, in live cohort programs rather
than recorded courses.
13 sessionsTypical cohort arc I've run repeatedly — long enough for people to
practise, fail, and come back with questions.
Mostly non-technicalBusiness owners and operators, most working in a second language.
Jargon doesn't survive that room.
The rooms
Boardrooms, cohorts, and stages — the job changes with the room.
Executive workshop, Pakistan — a dozen leaders,
one table, no lecture.End of a cohort day, Cambodia. The numbers above
aren't a metaphor — this is one afternoon of them.Invited speaker session at Radisson Blu, Islamabad —
young professionals, live Q&A.
How a handover actually works
Most delivery work stops at step two, which is why so many dashboards are
abandoned within a year. Anything I build is designed to reach step five.
STEP 1
I build it
The pipeline, the application, the report. This part is invisible to the people
who'll depend on it.
STEP 2
I write it down
Runbooks, architecture notes, what breaks and what to do about it. Written for the
person who arrives after I've gone.
STEP 3
I teach it
Sessions with the actual team, using their data and their questions — not a generic
deck. People learn their own numbers faster than anyone else's.
STEP 4
They operate it
They run the refresh, add the measure, fix the broken row. I'm available, not
involved.
STEP 5
They don't need me
The real deliverable. If an organization can't function without me, I've built a
dependency and called it a solution.
What I teach
Three rooms, three different jobs.
The content changes completely depending on who's sitting there. Confusing these is the
most common reason training doesn't stick.
For the team inheriting it
Operating a Fabric platform
What the medallion layers are for, how to read a failed pipeline run, when to call
someone and when to fix it themselves. Enough to be unafraid of the thing.
FabricPower BIRunbooks
For internal builders
Building safely on Power Platform
For the operations person already making apps and flows. How to build things that
don't collapse when they leave — naming, structure, permissions, what belongs in
Dataverse and what doesn't.
Power AppsPower AutomateDataverse
For leaders and operators
Making sense of your own numbers
No tools, no code. Which questions your data can answer, which it can't, what a
number is hiding, and how to stop making decisions on the loudest anecdote in
the room.
Data literacyReportingDecisions
Why I'm any good at this
A thousand people is enough repetitions to learn what fails.
Four things I got wrong early and now build around.
Slides don't teach. Homework does.
Nobody learns a tool by watching someone else use it. Every session ends with
something small to attempt before the next one, and starts with what went wrong.
Second-language rooms punish jargon.
Most of the people I've taught weren't working in their first language. It's the
fastest way to learn that "conformed dimension" is a phrase, not an explanation.
Use their data, never a demo set.
Sample datasets teach the mechanics and none of the meaning. People engage with
their own messy numbers because they already know what the answer should be.
Cohorts beat one-to-one for confidence.
People stay for the group more than the instructor. Watching a peer succeed at
something is more persuasive than being told it's possible.
Co-teaching a session in Thailand. Two voices keep a
long day honest — and a translator on stage is its own masterclass in cutting
jargon.
Get in touch
Tell me who's in the room and what they need to walk out able to do.
That's the only information I need to tell you whether a workshop, a cohort, or nothing at
all is the right answer.
