NorthCo is a senior advisory firm. We work with mid-market businesses through periods of leadership transition, executive change, and operational pressure.
Our clients include private equity portfolio teams, the boards that govern them, chief executives and their management teams, and the senior HR teams supporting them.
Our work translates. We are fluent in operations, in strategy, and in governance, and we move between them. The translation matters most when a strategy sound on paper is not landing in the business, when the board and the executive team are looking at the same situation and seeing different things, or when the right people are not yet in the right places for the work to land.
Our work runs across four pathways: interim C-suite, executive coach/mentor, confidential executive search, and operational support. The detail of each sits on its own page.
We also work directly with senior interims who are on assignment. The pattern is recognisable across most interim engagements: the interim has the experience to deliver but rarely the time, and the host business often does not have the right resource sitting alongside them. We provide that resource, in recruitment, restructuring, and operational right-sizing, contracted by the host business and delivered at assignment pace.
Our work is private. We do not publish case studies, name clients, or list testimonials. Reputation is built through the people who introduce us and the people who introduce us next.
Trevor founded NorthCo after twenty-five years in operational leadership, including building a business from £5m to £150m as its chief executive. The work he does today reflects the work he wishes had been available to him then: senior peer counsel, given honestly, with no other agenda to advance.
He works directly with portfolio managers, chairs, and chief executives on the engagements that matter most to them, and over time has built NorthCo to deliver the wider work of the firm.
Alongside leading NorthCo, Trevor holds a portfolio of senior appointments: Chair and non-executive director roles in mid-market businesses, interim CEO assignments, and Chief Restructuring Officer engagements. He also coaches a selected number of executives directly.
The work he has led personally includes turnarounds, divestments, fundraising, and soft landings, alongside the growth journey from £5m to £150m as a chief executive.
Specific company names, sectors, and engagement scope are available in the context of an introduction.
A confidential conversation is always open. A professional profile is available on request.
