About

I sit where the practical meets the personal.

I've spent the last 15+ years being the person businesses call when things have gone sideways: a charity rebuilding after a serious governance failure, a scaleup that needed HR, finance and operations rebuilt in the middle of a wobble, an SME consultancy I helped take from a standing start to half a million pounds in turnover in three years.

Before any of that I ran hotels and restaurants, which turns out to be good training for operations. Everything is live, nothing waits for you to finish thinking, and you learn fast what actually keeps a business running versus what just looks like it does.

What I kept noticing, job after job, is that most strategy problems are actually operations problems in disguise, and most operations problems are actually the founder wearing themselves out being the system. So I stopped just pointing that out and started building the fix myself: migrating finance systems, designing HR processes end to end, building the tools teams actually use instead of the ones that look good in a pitch deck. That's the difference. I diagnose it, then I build it.

These days I do that as a fractional COO: in your business on fixed days, for long enough to make it stick, without the cost or risk of a full-time hire.

Alongside that I coach founders one to one, for when what needs to shift is how you're leading rather than the systems underneath you.