They Built a Business Around Giving 50% Away - And It Worked
Most businesses treat giving as something you do after you succeed.

But what if it was the reason you succeeded in the first place?

This week, I came across a company called Elvis & Kresse—and it completely shifted how I think about business, risk, and generosity.

They take decommissioned fire hoses—materials that have been through decades of real emergencies—and transform them into luxury products.

But here’s what makes them different:

They committed to donating 50% of their profits to The Fire Fighters Charity…
from day one.

Before validation.
Before stability.
Before certainty.

And instead of holding them back—that decision became the foundation of everything they built.

This isn’t just a feel-good story.
It’s a blueprint.

A different way to think about value, impact, and what business can actually be.

Because the real question isn’t just how much we can take—

It’s what would happen if we built something designed to give more than it takes.

If this made you think differently, subscribe for more conversations on building what lasts.

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What should a project actually leave behind?

Most projects are judged by what they deliver — scope, timeline, budget, and milestones.

But the real value of a project often shows up after the work is done.

In this episode, I explore why great projects should do more than create change — they should leave organisations stronger, clearer, more capable, and better able to adapt for what comes next.

I share a more regenerative lens on project delivery and why this matters in today’s environment, where pressure, change, and complexity are constant.

If projects don’t improve how an organisation works over time, they may deliver outputs — but they won’t create lasting progress.

In this episode, I cover:
•Why traditional project success measures are too narrow
•What great projects should actually leave behind
•The four things strong projects strengthen: capability, clarity, flow, and adaptability
•Why better delivery should make future work easier
•What regeneration looks like in practice inside organisations
•Simple questions to ask at the start of a project

This episode is for leaders, project professionals, transformation teams, and anyone interested in building organisations that don’t just deliver change — but get stronger over time.

What We’re Getting Wrong About High Performance

A lot of what gets labelled as high performance in organisations today is not actually sustainable performance.

It’s people coping really well under pressure.

In this solo episode, I reflect on what I’m noticing across delivery, transformation, and leadership — and why we may be rewarding the wrong signals.

Because being constantly available, always stepping in, and somehow keeping everything moving might look impressive…

…but it can also hide strain, dependency, and systems that are relying too heavily on people.

In this episode, I explore:

• why performance is often misunderstood
• how “coping” gets mistaken for strength
• what real high performance actually looks like
• why sustainable performance matters more than ever

If we want stronger organisations, better delivery, and healthier teams — we need a better definition of performance.