Business Ecosystem Strategist & Trusted Advisor
Specialized in not being specialized. Experienced across operations, marketing, sales, systems, and partnerships, having worked at every level of a business in multiple industries and 5 countries. This is what makes it possible to see where time and money leak in a business.
Nine years building businesses with the original background in property. As an external COO for an architectural and home improvement practice, I build a full pricing structure from build cost per square meter through to fee positioning, make-up, and profitability by project type, alongside the lead handling process and the operating document to support it. Manufacturing operations in SMEs are familiar ground, so sourcing, supplier selection, lead times, and fulfillment are things I have worked with directly.
Growth exposes whatever the business has not built yet. Pricing carries assumptions nobody has tested, the detail sits with people instead of systems, and every decision routes back through the owner. That ceiling is the thing I take out. I build the commercial and operational foundation a business needs to scale: pricing that holds when someone looks at it properly, an operating model that runs without the founder in the middle of it, and the structure to bring people in and hand work over properly. What that buys is a business that can grow past its owner, and one that is worth something when they decide to step back or sell.
If you need someone who jumps into cold water, that is me. Bring me in when:
nobody knows where to start
an event is weeks from going live and nobody is clear on who owns what
a project needs running while the structure around it is still being built
a handover where half of it does not work
You get someone who works out quickly what is actually happening, decides what matters first, keeps it moving and gets it done, and builds the structure underneath while it runs.
You get a team player who puts the right people around the project, depending on what it needs, drawing on a strong network across the UK and internationally. If your business is doing good work and the operations behind it have not caught up, that is the conversation worth having
Executive Summary
Key Achievements
Built he first pricing structure a growing architectural practice had ever had
Quotes were going out without a costing model behind them, so there was no way to know which project types were profitable. I built a structure from the ground up: build cost per square meter, fee positioning, markup profitability by project type. Alongside it, the lead handling process and the operating documentation to run it. The outcome was a business that could price deliberately, quote consistently, and see where the money actually came from.
Build the foundation a sole-operator business needed before it could hire.
Twelve months as a fractional COO of a business where everything ran through one person and nothing was written down. I built the CRM pipeline, quoting, automation, and documentation to the business end to end. What existed afterwards was a foundation to grow on clean data, working systems, and enough written down that a new team member could understand what was happening behind the scenes without being trained from scratch.
Kept a national events business delivering through a leadership gap
The CMO was on maternity leave. Her cover had left, and the director and the CEO were running multiple upcoming events between them. There was no documentation of who did what, no processes, and no SOPs. I had two days of handover, three days a week to cover two full-time roles and 4 events already in motion. Partner registration and on-site delivery were held together and I delivered a final report recommending the systems and ownership changes that would reduce the manual work in future events.
Move the National Membership Network online in two weeks during COVID
An offline membership and education business faced losing its entire delivery model overnight. I rebuilt workflows, onboarding, communication templates, and support processes inside fortnight. Membership held, the businesses kept trading, and franchise partners were able to keep earning through the period when their normal income had stopped.
Cut administrative time by half through system design
Designed and implemented CRM workflow and reporting structures for an organization with no existing infrastructure, giving leadership real visibility to make decisions instead of instinct.
Build a quoting system for a fabrication business with no background in fabrication
Off-the-shelf software did not fit how the business actually quoted, so I created a customised one. That meant learning the whole process: material cost and where the prices come from, labour cost, bills of materials, how the pieces are actually fabricated, who is involved, the correct process on the shop floor. Then pulling the owner's experience into it, because it would make the quote competitive rather than just accurate. The system stayed in use after I left, alongside it, onboarding flows and full team handover SOPs built in the same way around the business.
Delivered complex international projects across multiple stakeholders
Investors, internal teams, and external partners across the UK and Germany coordinating timelines, documentation, compliance, and reporting so everyone stays aligned and accountable.
Rebuild stalled and failing projects
Stepped into work that had lost direction, restructured the process, clarified priorities, and got delivery moving again without losing stakeholder confidence.
When To Bring Me In
Best fit
Project-led and technical businesses: architecture, engineering, fabrication, manufacturing, property. Businesses where the delivery is complex and the operations and systems behind it have not developed at the same rate.
A project needs running from your side
You have brought a specialist or an implementation partner and need someone client-side to hold scope, keep the business supplying what the project needs, and make sure the team keeps moving.
The business has grown past what its structure can carry
The work is good, and the demand is there, but the pricing, process and system were built for a smaller version of the company, and nobody has had time to rebuild them.
You are pricing on instinct
Quotes go out based on experience rather than a costing model, and there is no clear view of which project types actually make money.
You want to hire, but there is nothing to hand over
The knowledge sits between your ears or with one or two people in the business, and none of them is written down in a form someone new could work from.
You are building two words and exit
The business needs to be worth something without you standing in the middle of it. That means the value has to sit in the system, the documentation, and the team rather than in your head.
Someone has left, or is about to
Maternity cover, a resignation, a director stretched across two roles. Delivery still has to happen while you work out the permanent answer.
How I work
The business gets understood before anything gets changed
That means time with the people doing the work, not only the person who hired me. Building the quoting system for the fabrication business meant learning how material is priced, how a job moves across the shop floor, and where owner's judgment was making the difference.
The order gets worked out first
Most businesses already know what's wrong. What is harder is knowing what has to be fixed first, what is the symptom of something else, what can wait six months without costing anything. Getting that sequence wrong is expensive, and it is where an outside perspective earns its money.
Nothing stops while it is built
The structure goes in underneath live delivery. It is slower than designing in isolation and is the only version that survives contact with a working business.
The team is shaped around the project
Onsite people, remote talent, and AI tools, chosen by what the work needs rather than what a fixed team happens to offer. Drawing on a network across the UK and internationally.
It is handed over, so it becomes an asset
Whatever gets built is documented well enough to be run by someone who was not there while it was made. That is the difference between keeping the benefit and quietly reverting six months after the consultant leaves.
Clear, Transparent & Honest
Difficult things get raised when they happen, not saved for the final report. If something is not working or a decision is costing you, it goes on the table and gets discussed openly. Hard conversations are part of the work, and having them in real time is what stops small problems becoming expensive ones.