What I Do
Every engagement starts with understanding the operation as it actually runs — not as it appears on an org chart. I work alongside management teams to close the gap between the investment thesis or growth plan and how the business is performing on the ground.
My work is 80% TOM design, change delivery and model implementation — and 20% operational. I operate at board and senior leadership level, working as a principal on every engagement supported by a network of specialist associates where the scope requires it.
Every engagement starts with a structured diagnostic — typically 30 to 90 days. I map the current state of people, processes, governance and systems, identify where performance is leaking and why, and produce a prioritised transformation roadmap with clear recommendations. You get an honest picture of where the business actually is, not where it thinks it is.
Current state assessment across operations, org design and governance
Gap analysis between strategy and how the business actually runs
Options appraisal with costs, risks and sequencing
Prioritised roadmap ready for board sign-off
Typical engagement: 30–90 day diagnostic, often followed by retained implementation support.
Target Operating Model Design & Implementation
A TOM that stays in PowerPoint delivers nothing. I translate investment theses and growth plans into working operating models — with clear accountabilities, governance, RACI frameworks, KPIs and performance rhythms that people understand and can act on. The goal is a model that runs on a Tuesday afternoon without me in the room.
Org design and spans/layers aligned to strategy
Process redesign and SOP development
Governance structure, decision rights and RACI
KPI frameworks and management cadence
Transition management from current to target state
Typical engagement: 6–12 months.
Programme Leadership & Delivery
Complex, multi-workstream programmes fail when nobody owns the outcome. I step in to build the governance framework, align the stakeholder landscape, and drive delivery from scope definition through to embedded change. I work directly with steering groups and boards — and I stay until the change sticks.
Programme governance and planning frameworks built from scratch
Stakeholder mapping and alignment across fragmented environments
Risk and dependency management across workstreams
Board-ready reporting and milestone visibility
Handover, embedding and benefits realisation
Typical engagement: 6–18 months.
Divestment & Carve-Out Preparation
Buyers find the gaps quickly. I prepare businesses operationally for a transaction — creating clean divisional accountabilities, investor-grade governance, documented processes and performance frameworks that give buyers and advisors clear line-of-sight to the business. I have created carve-out-ready structures from scratch ahead of planned transactions.
Operational readiness assessment against buyer/investor expectations
Clean accountability structures and decision rights
Process documentation and quality management
Governance frameworks that survive post-transaction
Management information and reporting that supports due diligence
Typical engagement: 3–12 months depending on transaction timeline.
How I Work
I work as principal on every engagement — you get me, not a junior consultant. I embed into the business alongside the management team, not above it. And I stay until the change is genuinely embedded — not until the deck is finished.
Principal-led: I lead every engagement personally, supported by a network of specialist associates where the scope requires it
Embedded: I work inside the business — on site, alongside your people, understanding the operation as it actually runs
Outcome-focused: the measure of success is whether the change sticks after I leave, not whether the programme closed on time
Ready to discuss your next engagement
If you have a transformation that needs senior operational leadership — interim, fractional or project — I'd welcome a conversation.