Working With Me
You are not in crisis but the model needs to evolve. Technology is reshaping competitive advantage faster than most businesses can track. The leaders who navigate this well are not the ones who react fastest - they are the ones who understand what their business needs to look like in five years and make deliberate decisions about getting there, while running the thing at the same time.
Fractional Chairman or Board Adviser - one to three days per month, working across a small number of businesses simultaneously.
Equity Partnership - selective investments where I take a meaningful operational role alongside the advisory work.
Workshop - Full-day AI Era Strategy Workshop for leadership teams: situational audit, defensibility audit, and a 90-day roadmap your team leaves with and can execute.
Learn more here
Strategic Transformation
Businesses Under Pressure
Sometimes the model has not just stalled, it has started to cost you, and the conversations you have been putting off are the ones that matter most. The hard part is never the technical work on cash and stakeholders; it is making difficult decisions while exhausted, on incomplete information, when the wrong call lands on real people.
I have done exactly that from inside my own business. Where a situation has reached genuine distress, with cash, creditors and legal process at the centre of it, I work in service alongside specialist restructuring partners rather than pretending that is the room I lead. The first conversation is free, and if I am not the right person I will say so and point you to someone who is.
Interim CEO - full-time when the situation requires complete operational accountability.
Strategic & Operational Restructuring: repositioning an underperforming or exposed business while there is still time to act, working in service alongside specialist restructuring partners where formal distress is present.
Working With Me
The businesses I work with are at an inflection point. Some can see the model needs to change and want to get ahead of it; some are already feeling the cost. The work is similar in both cases, and the difference is mostly how much time we have.
I spent twelve years as MD of a manufacturing business: restructuring, a complete cultural overhaul, relocation, and eventual exit. I have been in the room when the decisions were impossible and the options were running out. That is not a credential, it is the context for why I work the way I do.
I work with a small number of businesses at a time. That is a deliberate choice, not a capacity constraint.
Not sure where you stand?
Before we talk, it is worth knowing where you actually stand. Three free tools on the Tools For Leaders page give you an honest picture before we have a conversation.
The Stress Test asks the question most owners are not asking: is the world your business is built for still going to exist in five years? The Leadership Gap Diagnostic shows you where your own leadership might be working against you. The Economic Scenario Tracker shows which way the data is actually moving. Each gives you an honest picture before we talk.
If something in the output looks familiar, that is worth a conversation.
What Makes This Different
I am not arriving with a consulting firm playbook. Twelve years as MD of a business I owned and was accountable for means I have been in the room when the decisions were impossible and the options were running out, and that is the context for how I work rather than a credential I lead with.
I work on both the numbers and the people, because you cannot reposition a business with a broken culture and you cannot fix culture while you are running out of room. Most advisers treat one as primary and the other as secondary. I do not.
And I read the cognitive-automation era the way I learned to read a market under pressure: from the position, the financials and the competitive landscape first, letting the technology decisions fall out of that rather than drive it. The question most owners are not asking is whether the world their business was built for will still exist in five years.
I am working towards Full Accreditation with the Institute for Turnaround, the UK's leading professional body for restructuring and recovery specialists.
Who Works With Me
Owner-managers who can see the model needs to change and want to get ahead of it rather than wait until it forces their hand.
Accountants & Restructuring advisers who need someone working alongside the leader, not just the balance sheet.
Private Equity Firms where a portfolio company needs transformation, or where the leadership team is not executing the plan.
If any of that sounds familiar, the first conversation costs nothing.