The operator alongside the board.
Working alongside the board, guided day-to-day by the chief executive.
I was a divisional CEO within the UK's largest independent vehicle leasing and fleet management business, through three private equity cycles and two sale processes. Now I work inside the operating rhythm of the businesses I advise.
Not a board seat. A regular session.
I work inside the business, not around it. A regular rhythm with the chief executive, guided by what the CEO needs next.
We shape the plan and the thinking behind it, including the team build-out, the financial plan, go-to-market, the plan behind the plan, alongside the team building it. Not four board meetings a year and a report in between.
"I have found that the answers to any business's challenges are sitting within it already."
Regular sessions
A fixed cadence with the chief executive and the deal partner. Not a quarterly drop-in and a deck in between.
Board-level P&L
I've carried full P&L accountability. I read the business the way an owner does, not the way a visitor does.
Fixed-fee first phase
We start with a short, fixed-fee piece of work to establish the value. The deeper work earns approval, or it does not happen.
"The art is starting the conversation, capturing it, and turning it into a deliverable plan, with alignment across the organisation."
Inside the business, in the rhythm.
Engagements start with a short fixed-fee piece of work to establish the value. The deeper work earns approval, or it does not happen. No open-ended retainers, no surprise invoices.
"I'm not the advisor who turns up four times a year. I'm in the room when the decisions get made, close enough to be useful, far enough to be honest."
Let's talk about your business.
No pitch. A short conversation about where you are and where you want to be.