I've spent my career working at and with organisations where something needs to be different. That has taken me through a wide variety of situations: acquisitions and post-merger integration, changes of ownership, public-to-private transitions, private equity-backed growth, business and revenue turnarounds, international expansion and new market entry.
I've found that the sectors and circumstances change but the underlying challenge is often remarkably similar. Successful organisations eventually reach a point where the next stage of growth depends less on improving the individual parts and more on helping those parts work more effectively together. I specialise in helping groups of businesses create more value together than they could apart.
Most of my work now is with mid-market, private equity-backed organisations where creating broader propositions, stronger client relationships and new routes to growth requires more than strategy alone. It means shaping the commercial approach, establishing the operating disciplines and then leading the business as those new ways of working become embedded.
The same principles apply equally in larger multinational organisations and in founder-led businesses scaling through acquisition - the context changes, but the underlying commercial challenge is remarkably consistent.
The strategy is rarely the difficult part. The real challenge is creating the conditions in which people, teams and businesses choose to work differently together across organisational boundaries, business units and P&Ls. In practice, that means leadership beyond formal authority, relationships that create trust, commercial disciplines that become embedded in the way the organisation works- and establishing and leading the operating models, governance and incentives that sustain them over time.
