I am typically engaged when a business is under pressure, 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.
Support for CEOs, Managing Directors, and senior leadership teams operating under sustained pressure.
This work provides experienced, independent support to help leaders think clearly, make decisions, align their teams, and maintain execution focus. It is practical, grounded, and rooted in real operating experience rather than theory or coaching models.
The emphasis is on strengthening leadership effectiveness without undermining authority or ownership.
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 interim leadership.
CEO support may extend into senior team alignment.
Board support may be required alongside hands-on operational involvement.
The structure follows the reality of the situation, not a predefined service boundary.
All work is conducted with discretion, respect for leadership, and a clear focus on supporting the business rather than undermining it.
