Some founders discover their mission at a pitch event. Ricky discovered his in 1995, when his primary school teacher sat him in front of the school's first desktop PC — and again at the bedside, as a third-generation healthcare family member who grew up understanding that service isn't a career choice; it's a calling.

He studied Diagnostic Imaging Science at Glasgow Caledonian University, then spent 21 years inside the NHS — not in the margins, but at the centre. Advanced clinical practice. Senior operational leadership. Strategic planning across services that touched thousands of patients and hundreds of staff.

He managed workforces in their thousands, controlled budgets exceeding £90 million, and led service transformations that had to work first time — because in healthcare, failure isn't a pivot; it's a patient.

It was in those senior leadership roles that his two lifelong instincts — technology and service — finally fused. He saw how AI could release clinicians from administrative burden. But he also saw something the NHS couldn't solve from within: the vast majority of businesses have no access to the strategic thinking that large organisations take for granted.

Three pillars. One leader.

Operational authority — £90M+ budgets, multi-thousand headcounts, board-level governance. Ricky doesn't theorise about scaling; he's done it inside one of the world's largest and most complex organisations.

Technology conviction — not a late convert to AI. A practitioner since 1995 who taught himself to build what he couldn't find, from RPA workflows to full-stack AI platforms.

A fight for the underdog — the same instinct that drove him to serve patients now drives him to democratise strategic advisory. The name says it all: mmentum — the force that builds when you finally give people the tools to move.

"He didn't leave the NHS because he lost the passion. He left because he found a way to serve more people — and he brought the operational rigour, governance discipline, and leadership credibility to prove this isn't just ambition. It's execution."

Gav's career began in clinical operations — the part of healthcare where strategy meets the ward floor, where a process improvement isn't an abstract KPI but the difference between a patient waiting three hours or thirty minutes.

That environment forged something you can't teach in an MBA: the ability to read a room before anyone speaks, to lead with empathy without losing accountability, and to make decisions that hold up under scrutiny — because in clinical settings, they have to.

Three qualities. One operator.

Person-centred leadership — honed through years of working with people at their most vulnerable. Gav doesn't manage stakeholders; he earns them.

Systems thinker — expertise in redesigning pathways, driving efficiency, and improving outcomes across complex, multi-layered organisations.

Horizon scanner — a natural instinct for spotting opportunity where others see constraint. He finds the gap, then builds the bridge.

When Gav talks about building mmentum, the word isn't accidental. Momentum is what he creates — in teams, in partnerships, in rooms full of sceptics. It becomes infectious. People don't just agree with the vision; they want to be part of it.

His transition from healthcare to technology wasn't a pivot — it was a progression. The same governance, accountability, and leadership that kept clinical operations running now keeps mmentum commercially disciplined, operationally tight, and relentlessly focused on the people it serves.

"How you lead defines the thing you build. Person-centred isn't a value statement. It's a product strategy."