○ ABOUT ME
Operator.
Advisor.
Both.
25+ years across B2B media, events, information services, SaaS, marketing services, agencies and data businesses. Commercial leadership. Strategy. Advisory.
I've built and scaled commercial models from the operator's seat. I've restructured and de-risked them from the advisor's. The dual perspective is what I bring to the founders, leadership teams and boards I work with now.
I focus on what actually moves enterprise value — not activity, not output, not optics.
The rest of this page is how I think about the work — and the perspective I bring to it.
The same patterns.
Across very different businesses.
For a lot of my career, I was an operator. Building commercial models. Scaling sales. Launching products. Owning P&L. Across FMCG, mobile, internet services, video gaming, hardware, B2B media, events and information services — different sectors, different stages, often very different businesses.
The pattern only became clear when I started seeing it from the advisor's side.
Across enough businesses, the same five symptoms kept recurring:
Different businesses. Different stages. Different sectors. The same patterns.
The deeper realisation followed. Those symptoms weren't the problem. They were the visible signs of a commercial model that had stopped keeping up — with the growth it was producing, and with the value it was expected to deliver.
That's where I work now.
I work with leadership teams and boards on the commercial model — where growth gets converted into enterprise value, or where it doesn't.
Two seats.
One view of the work.
The dual perspective is the differentiator. Most advisors have only seen one side.
The operator's seat
I've spent years inside commercial models — building them, scaling them, owning them when they worked and when they didn't. I know what it's like to run revenue under quarterly pressure, to feel the difference between a forecast that holds and one that doesn't, and to make the decisions that look obvious from the outside and impossible from the inside.
The advisor's seat
I've spent years restructuring those same kinds of models from the advisor's side — for founders, leadership teams, boards, sponsors and acquirers. The work where you're not running the noise but reading it. The vantage point that lets you see the model the operator is too close to.
Why both matter
The two perspectives see different things. Operators struggle to read the model they're inside. Advisors who've never run one struggle to know what the work actually demands. The intersection is where the most useful diagnoses live — and where the most credible recommendations come from.
That's the seat I bring.
Three things I commit to.
[01]
Direct, not diplomatic. You'll get my view, not the version that's safest to give. The work doesn't get easier if I dilute the diagnosis. If something's broken, I'll tell you. If something's working and shouldn't be touched, I'll tell you that too.
[02]
Commercial, not theoretical. Frameworks have to translate into decisions. Ideas have to translate into numbers. The work has to show up in the model, the metrics or the multiple — or it isn't useful. Strategy that doesn't change a P&L line within twelve months is, in my experience, almost always unfinished thinking.
[03]
Senior, end-to-end. You'll work with me. Not a junior. Not a methodology applied by someone else. The thinking, the diagnosis, the recommendations and the work all sit in the same place. That's how I run engagements. That's why the engagement count is deliberately limited.
Twenty-five years.
A lot of different businesses.
A career across FMCG, mobile, internet services, video gaming, hardware, B2B media, events, information services, SaaS, marketing services and data businesses. Commercial roles. Strategy roles. Advisory roles. Different sectors, different growth stages, different exit shapes.
The breadth matters now because it is the source of the pattern recognition. The work of rebuilding a commercial model in a B2B media business in 2026 isn't unrelated to the work of building one in a video gaming business in 2008. The surface changes. The fundamentals don't.
The full timeline lives on LinkedIn.
Growth doesn't sell businesses. The model behind it does.
That's where I work.
Ready to talk about the model?
A short, direct conversation about where the business is,
where it needs to get to, and whether I'm the right person to help.
No funnels. No discovery theatre.
