About

I sit where the practical meets the personal.

I've spent the last 12+ 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.

Alongside all of that I've coached founders and team leads for years, one to one. Because sometimes what needs to shift is how you're leading, not just the systems underneath you. I do both, because most businesses need both, just not always at the same time.