Advisory
When a problem sits between strategy and delivery
I work with founders, CEOs, boards and consulting partners on the problems that do not belong cleanly to any one function — where commercial ambition has to become something a real team can build and run. Not an agency, and not a deck: someone who has done the work and stays accountable for the result.
Problems I may be relevant to
Entering a new market
Deciding which markets, in what order, at what price, and through which partners — then building the sales operations to actually execute it.
Turning strategy into execution
When the plan is sound but the delivery keeps stalling in the space between teams, functions and vendors.
Scaling a founder-led business
Moving from doing everything personally to an operating structure that keeps the standards without you in every room.
Multidisciplinary delivery
Getting commercial, technical and delivery people to build one thing together, with someone owning the seams.
Operating-model design
Defining how work is specified, reviewed and shipped so quality is a system, not a heroic effort.
AI-assisted work you can trust
Adopting AI in delivery without losing traceability, decision continuity or control over the result.
How an engagement can work
Executive or interim mandate
Step in and own an outcome for a defined period.
Strategic advisory
A steady sounding board on commercial and operating decisions.
Diagnostic assignment
A focused look at where and why delivery is breaking down.
Transformation workstream
Lead a specific change from design through implementation.
Market-entry programme
Shape and stand up the commercial approach to a new market.
Operating-model design
Define how the organisation specifies and ships work.
Scope, format and terms are worked out per engagement. The best first step is a short conversation about the actual problem.
If something here matches what you are wrestling with, tell me about it in a sentence or two.