A few weeks ago, TD SYNNEX did something I didn’t expect. They recognised me publicly for 2,200 hours of volunteering with St John Ambulance. They named me their top global volunteer. It’s a strange feeling. Pride, yes. But also humility. Because that number, big as it is, barely scratches the surface of what it represents. These hours weren’t planned out in advance.

It started as an idea. A space to explore the insight between leadership and impact. A place to write, reflect, challenge, and hopefully, offer something useful. Three months on, InterThread has become more than a blog. It’s become a lens. A rhythm. A leadership practice in its own right. And the biggest insight? Writing isn’t just communication. It’s clarification. It forces honesty.

"Ethical leadership isn’t soft. It’s disciplined, courageous, and sometimes uncomfortable. But it builds lasting trust and impact." There’s a temptation to think of ethics in leadership as something peripheral. A moral extra. A nice-to-have. But the more experience I gain, the clearer it becomes. Ethical leadership is the core of meaningful leadership. It isn’t just a personal value system. It’s a decision-making framework.

"Busyness is not the same as productivity." It’s an uncomfortable truth in many organisations. We reward activity more than impact. We confuse full calendars with effective leadership. We treat responsiveness as value. Somewhere along the way, the measure of success became how stretched someone is, not what they actually deliver. I’ve lived this. I’ve fallen into it. That sense of importance you get from being needed constantly.

"Leadership isn’t just about making decisions. It’s about knowing what you don’t know." It sounds obvious. But in practice, it’s one of the hardest things any leader faces: the limits of their own perspective. We often define leadership through clarity, confidence, and decisiveness. But clarity without curiosity becomes tunnel vision. And decisiveness, without reflection, becomes recklessness. In truth, it’s not what leaders know that defines them.

"Most workplace conflicts come from assumptions, not actual disagreement." It’s rarely the big issues that derail teams. It’s the quiet ones. The unclear messages. The things left unsaid. The assumptions. In my experience, teams rarely fall out because they disagree. They fall out because they didn’t realise they were never aligned in the first place. Assumptions Fill the Gaps Where Clarity Should Be…

“University at 18 didn’t make sense for me. What did? Getting stuck into the real world, learning on the job and only later realising there’s a smarter way to combine both.” That smarter way? A Deg…