Most value creation plans are well designed. Most fall short in the operation.
I work alongside investors and leadership teams to close that gap—turning investment theses into executable operating models and measurable results.
Where value creation stalls
The investment thesis is strong. The value creation plan looks compelling on paper. But the operating model hasn't kept pace — accountabilities are unclear, processes haven't changed, and the people doing the work aren't aligned to the plan.
Fragmented stakeholders, no clear programme ownership, and decisions that don't get made. Everyone is busy. Nobody owns the outcome.
Change was delivered on paper but never embedded. Performance drifts back. The transformation programme closed, but the business runs the same way it did before.
What I Deliver
Operational Review & Diagnostic
Rapid current-state assessment of people, processes, governance and systems. Produces a prioritised transformation roadmap and clear recommendations within 90 days.
Target Operating Model Design
Translating strategy into a working operating model — org design, governance, RACI, KPIs and performance rhythms. The TOM that doesn't stay in PowerPoint.
Programme Leadership
Owning and driving complex multi-workstream programmes from scope definition through to embedded delivery. Building governance where none exists.
Divestment & Carve-Out Preparation
Creating transaction-ready structures — clean accountabilities, investor-grade governance and documented processes that give buyers clear line-of-sight to the business.
Results that speak for themselves
£31m+ — verified cost reduction delivered across mandates
27% — operating cost reduction at one logistics company
£15m — annualised savings at an energy company
4 months — to EBITDA turnaround at a traffic management company
£4m — saved for an advertising company for TFL
20+ years — operational transformation experience
If execution is behind plan, let’s talk
I work with clients on interim, fractional and project engagements across the UK.