I am typically engaged when a business is under pressure, navigating growth, or responding to change, and where clarity has eroded or leadership bandwidth is stretched.
The starting point is rarely a defined “service”. It is usually a situation that needs calm assessment, practical judgement, and experienced support. My role adapts to what the business genuinely requires at that moment.
The most common ways I am engaged are outlined below.
Often commissioned following covenant breach, ahead of follow-on funding, or when performance has diverged from plan.
This work focuses on establishing a clear operational reality. Going beyond plans and assumptions to understand what is actually happening inside the business, where pressure is building, and what must change to stabilise performance.
The outcome is clarity. Clear priorities, credible actions, and a grounded basis for decisions by management, boards, and investors.
This work frequently forms the foundation for further leadership or advisory support.
Where a business requires immediate senior capability, authority, and pace.
I step into executive roles during transitions, crises, or periods of instability to stabilise operations, lead teams, and take accountability for delivery. The focus is on restoring control, rebuilding confidence, and creating the conditions for sustainable progress.
Assignments are always shaped by what the situation demands, not by a fixed template.
Hands-on operational support for CEOs, Managing Directors, and senior leadership teams under pressure.
This work sits inside the business. It may involve restructuring functions, resetting operating rhythm, addressing capability gaps, or working directly with leaders and teams to restore clarity and momentum.
Support is shaped by what the situation demands. That may include direct intervention, decision support, or practical leadership backing where execution has stalled or pressure has increased.
The emphasis is on stabilising performance, strengthening execution, and creating the conditions for sustained progress.
Calm, experienced support at board level during periods of challenge, change, or transition.
This includes Chair and Non-Executive roles, as well as board-level support to improve clarity, governance, decision-making, and alignment between investors and management teams.
The objective is always the same. Clear direction, appropriate oversight, and constructive support for those running the business.
Engagements often evolve.
An operational review may lead to operational support.
CEO support may extend into senior team alignment.
Board support may be required alongside hands-on operational involvement.
Where progress would benefit from additional capacity or specialist input, I draw on a small, trusted network of support services. This may include targeted research and analysis, operational or commercial support, or specialist people expertise to support restructuring, role definition, or key hires.
Any additional support is introduced deliberately, with clear scope and ownership. I remain directly accountable, ensuring momentum is maintained and complexity does not increase.
The structure follows the reality of the situation, not a predefined service boundary.
Assignments are conducted with discretion, respect for leadership, and a clear focus on supporting the business rather than undermining it.
These discussions are exploratory and discreet, focused on understanding what is really happening and whether support would be useful.
