Decades in both high-growth and turnaround situations have developed an approach that remains steady under pressure. The kind of unflappable strategic and operational thinking that ambitious businesses need when managing growth complexity or navigating operational challenges.
I apply this experience working with business leaders and their management teams who want to adopt the operational clarity that PE-backed companies use to scale efficiently.
I have been at the helm of businesses under pressure, not just observing from the sidelines. I’ve grown a business from £5M to £150M over 5 years, raised £50M on private markets, served as CEO of an AIM-listed business, turned around a failing business from near-collapse to profitable exit, and led numerous business reorganisations and stabilisations. I’ve also navigated the challenges that face senior teams during growth: covenant pressures, stakeholder alignment, and the complexity that emerges when informal systems that got you to £10M won’t get you to £50M.
Whether scaling rapidly or managing through difficulty, I know what good strategic and operational support looks like. Not theories or spreadsheet solutions, but practical frameworks that work in real environments with real constraints. This isn’t coaching about mindset or consulting that produces reports. It’s operational support from someone who’s actually managed systematic scaling and P&L recovery.
My work also includes serving as Chair and NED on several boards, plus interim CEO roles when businesses need experienced leadership. But increasingly, I focus on helping senior teams maintain their operational rhythm through confidential strategic support at pressure points. Providing clarity on priorities and execution frameworks for leaders who’ve outgrown entrepreneurial improvisation.
Most of this work begins with an initial conversation to understand your specific situation and explore what would actually add value.
When you’re ready for business class.