Explore capability

I work with founders, owners, investors and project-led businesses that need senior commercial capability quickly, but do not necessarily require a permanent board appointment.

My role is to bring structure, clarity and execution to businesses facing growth, funding, operational or strategic pressure. This can include reviewing the current commercial model, identifying weaknesses, reshaping the route to market, improving revenue strategy, preparing for funding conversations, strengthening internal processes and helping the leadership team move from discussion to action.

Over the last 30 years, I have built, scaled and restructured businesses across marketing, finance, childcare, training, renewable energy, regulated credit brokerage, emerging markets, structured finance and project funding.

I am best suited to situations where the opportunity is real but the business lacks commercial control, senior direction or execution discipline.

Typical assignments include short-term growth support, commercial restructuring, funding-readiness preparation, market-entry planning, board-level advisory, operational improvement and founder support.

Many businesses fail to secure funding not because the opportunity is poor, but because the commercial case is unclear.

I help businesses prepare properly for lender, investor, funder or strategic partner conversations by structuring the opportunity into a clear, credible and commercially understandable proposition.

This can include executive summaries, investor/lender packs, use-of-funds analysis, commercial rationale, funding narrative, risk summary, valuation logic, business model review, financial assumptions review and preparation for likely investor or lender questions.

My background includes creating an FCA-regulated credit brokerage, onboarding more than 50 lenders, working across project funding, structured finance, investor documentation, commercial deal development and global trade.

I do not replace lawyers, accountants or regulated advisers.

My role is to help the business present itself properly, explain the opportunity clearly, identify weaknesses early and prepare the commercial case before serious funding discussions begin.

This service is ideal for project owners, SMEs, founders, acquisition opportunities and businesses seeking debt, equity or structured funding.

Growth is not simply about selling more. Sustainable growth requires the right commercial model, market positioning, route to market, operating structure, financial discipline and execution plan.

I help businesses identify where growth is really likely to come from, what is blocking it, and what needs to be built or changed to unlock it.

This can include analysing the existing business model, reviewing products or services, assessing pricing, sales process, market positioning, customer acquisition, operational capacity, staffing, funding requirements and commercial risk.

My experience includes starting and scaling a Green Deal / ECO group of businesses from a £4,000 starting point to 137 staff with a £24m turnover in 15 months, building a Solar PV business from scratch to £5m turnover in under a year, developing an old chapel into luxury offices, then later turning it into a 100 place children’s day nursery, later sold to be the primary nursery of now a 300 setting nursery group, creating a group of 7 companies in and around the medical and hemp markets, and creating several operating businesses around emerging market opportunities.

This service is suited to owner-managed businesses, SMEs, founders and leadership teams that know they have potential but need a clear, practical and commercially grounded plan to move forward or solve problems.

I help businesses assess structure and enter new or emerging markets.

My experience is particularly strong where a market is new, misunderstood, fragmented, regulation-led, funding-driven or operationally underdeveloped.

I identify the commercial opportunity, map the required infrastructure, define the route to market and help create a practical business model that can be executed.

This can include market analysis, competition review, customer identification, revenue model design, operational structure, staffing requirements, partner strategy, funding requirements, risk analysis and launch planning.

I have previously built businesses around emerging opportunities in renewable energy, Green Deal / ECO, training, credit brokerage, cannabis/hemp market analysis, structured finance and project funding.

This service is ideal for founders, investors, project owners and existing companies that see an opportunity but need help turning it into a viable commercial structure.

The aim is not to produce theory. The aim is to create a clear commercial route from opportunity to operating business.

Many businesses become difficult to manage because they grow without structure.

Leads are scattered. Client information is unclear. Follow-ups are missed. Documents are not controlled. Responsibilities are vague. Sales, operations, finance and delivery are not properly connected.

I help businesses create practical operating systems that bring control, visibility and accountability to the way the business runs.

This may include CRM structure, client onboarding, lead management, document control, reporting dashboards, workflow mapping, task ownership, sales pipeline management, internal processes and management routines.

My role is not simply to install software. My role is to understand how the business should operate commercially, then design the workflows, controls and systems needed to support that.

This service is suited to founders, SMEs and owner-managed businesses that have outgrown informal management and now need proper operational discipline.

The objective is simple: clearer control, better execution, fewer missed opportunities and a business that is easier to manage.

I support founders, owners and project principals involved in commercial deals, investment discussions, joint ventures, acquisitions, disposals or strategic partnerships.

My role is to help clarify the commercial position before, during and after negotiations.

This can include reviewing the proposed deal structure, identifying leverage points, highlighting commercial risks, preparing counterpositions, developing negotiation logic, reviewing headline terms, supporting MOU or LOI discussions and helping the client understand what they are really agreeing to, not forgetting, negotiating a better position and outcome.

I have experience in acquisition analysis, M&A development, managing legal and customer communications, commercial deal development, structured funding discussions and board-level negotiation.

This service does not replace legal advice. Instead, it helps ensure the commercial thinking is clear before the lawyers are instructed or while the deal is being shaped.

It is particularly valuable where a founder or business owner is emotionally close to the opportunity and needs an independent, commercially experienced view on structure, risk, value and control.

A strong product or service is not enough. A business needs a clear route to market, a defined customer, a credible proposition and a disciplined process for turning opportunity into revenue.

I help businesses clarify how they will generate income, who they should target, how they should position themselves, what channels they should use, and what commercial process is required to convert interest into revenue.

This can include reviewing the existing sales model, customer segments, pricing, proposition, distribution channels, partnerships, messaging, sales workflow, marketing logic and revenue assumptions.

My background in design, advertising, marketing, communications, sales strategy, business finance and emerging market development gives me a practical perspective on both positioning and execution.

This service is suited to businesses that have a good opportunity but no clear commercial pathway.

The outcome is a sharper proposition, a stronger revenue plan and a more disciplined approach to customer acquisition and commercial growth.

Project owners often have large opportunities but lack the commercial structure required to make those opportunities credible to funders, partners or investors.

I help project-led businesses organise the commercial case around the project, including the business model, funding requirement, use of funds, implementation strategy, risk position, revenue logic, stakeholder structure and investor/lender-facing narrative.

My experience includes project funding, structured finance, commercial deal development, global trade, funding strategy, lender relationships and investor documentation.

This service is particularly relevant for infrastructure, mining, energy, property, media, finance, trading, acquisition and emerging market projects.

The objective is to move the project from loose opportunity to structured proposition.

That means clarifying what the project is, why it matters, how money flows, what funding is needed, what the risks are, how those risks are managed and why a funder or strategic partner should take the opportunity seriously.

This is commercial structuring support, not regulated investment advice.

Founders and owner-managed businesses often carry too much of the thinking alone.

They are expected to manage strategy, sales, funding, operations, staff, finance, negotiations, risk and execution at the same time. The result is often delay, frustration, poor decisions or missed opportunities.

I work with founders and business owners as a senior commercial adviser, helping them think clearly, prioritise correctly and make better commercial decisions.

This can include reviewing major decisions, testing business ideas, preparing for funding, structuring growth, solving operational problems, improving commercial focus, supporting negotiations and acting as an experienced sounding board.

My background is hands-on. I have built and sold businesses, from nothing, scaled teams, created operating models, handled funding-related discussions, positioned for an IPO, recruited staff, managed commercial risk and operated at board level, as well as handled liquidations of businesses.

This service is ideal for founders who do not need generic coaching. They need commercially experienced, practical support from someone who understands the pressure of building and running businesses and can deliver an optimal outcome.

AI is useful only when it solves a real business problem.

I help businesses identify where AI can practically improve productivity, decision-making, documentation, research, client handling, internal processes and commercial execution.

This is not about chasing technology for its own sake. It is about looking at how the business currently works, identifying repetitive or inefficient processes, and designing AI-supported workflows that improve speed, consistency and output quality.

This can include AI-assisted research, document preparation, proposal writing, CRM workflows, client intake, reporting, market analysis, internal knowledge systems, sales support, management dashboards and operational automation.

My broader background in business creation, process design, marketing, finance, operations and strategic planning means I approach AI from a commercial perspective rather than a purely technical one, as to which tools, that’s down to what is the required outcome.

This service is suited to SMEs, founders and professional service businesses that know AI matters but do not yet know how to use it effectively inside their own business.

The goal is simple: practical AI adoption that saves time, improves output and supports commercial growth without being sold a dream and not knowing how to use it in the first place.