My work

I work at the intersection of strategy, execution, and operating model — typically in situations where ambition is high, but progress is constrained by complexity, misalignment, or an underlying issue that has not yet been clearly defined.

My work is not about incremental improvement. It is helping leadership teams address the structural challenges that sit beneath stalled growth, underperforming transformations, or operating models that no longer fit the business.

In many cases, this means stepping back to challenge and reshape the underlying strategy — not simply execute against it — ensuring that what is being built, scaled, or transformed is directionally right as well as operationally viable.

I have spent most of my career as a hands-on business leader, with direct accountability for results and senior P&L responsibility at scale (up to €3bn). I have operated in public, private equity, and venture-backed environments, navigating the kind of complexity where decisions taken today have consequences that play out over years. Along the way, I have worked across 8 industries and 25+ companies, which allows me to establish context quickly and bring a broad, pattern-based perspective to unfamiliar situations.

Today, I take on a small number of leadership, advisory, and board roles where this combination of operator experience and independent perspective can unlock progress. I am typically involved where pace matters, outcomes are material, and there is a need to move from ambiguity to a clear, executable path forward.

My work often centres on:

• reshaping AI- and technology-driven propositions

• aligning strategy with commercial and operational reality

• redesigning operating models to support growth

• supporting boards and leadership teams in making decisions with long-term consequences

I am most effective in environments where constraints are real, expectations are high, and outcomes are judged by delivery rather than intent.