Years in the military followed by 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 Portfolio and C-suite teams need when normal business rhythms are disrupted.
This experience now informs three mutually supporting areas of my work: serving as Chair and NED on several boards, operating as an Interim CEO when businesses need experienced leadership, and providing strategic and operational support for C-suite teams and senior management at pressure points.
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 some £50M on private markets, and served as CEO of an AIM listed business. I’ve also navigated the pressures that challenge C-suite teams in stressed situations: covenant pressures, stakeholder alignment, performance recovery.
Whether scaling rapidly or managing through difficulty, I know what good strategic and operational support looks like, not theories or spreadsheet solutions, but practical support that works in real environments with real constraints.
I help senior teams maintain their operational rhythm by providing clarity on priorities and execution support, whether they’re managing growth complexity or navigating market pressures.