1 - grow
THE ORGANISATION:
£300m PE-backed financial and professional services group | UK HQ, international footprint | five operating companies.
THE BRIEF:
Adapt revenue environment to align with the value strategy for accelerated growth, synergies and adjacent market entry - immediately following a take-private.
THE ROLE:
Engaged in a transformation role and then renewed as interim Commercial Officer.
IMPACT:
Delivered a targeted reset of how the business goes to market and drives revenue - encompassing for example sharpened go-to-market and CRM, product alignment, cross-sell and enhanced key account management across the group as well as 'in-OpCo' - positioning the business to scale and expand into adjacent markets, and giving investors greater confidence in growth momentum.
2. leverage
THE ORGANISATION:
A mid-market scale professional and financial services business.
THE BRIEF:
Unlock growth and revenue synergies by tapping into touch-points and overlaps across 4 related yet independent businesses.
ROLE:
Engaged as Chief Commercial Officer - to both transform the way the businesses interact and lead the revenue teams.
IMPACT:
Triggered +$30m value on a c.$200m revenue base within 12 months - in-year payback, accelerating at +40% and without significant investment. Cross-sell, proposition alignment, cross-group client management. Pragmatic and light-touch.
3 - reconstruct
THE ORGANISATION:
$200m PE-backed specialist manufacturing and industrial group | mid-cycle, roll-up platform.
THE BRIEF:
Integrate M&A and reposition the commercial engine - to achieve a market consolidation value strategy, at a 'tipping point' in building a roll-up platform.
ROLE:
Integration lead - with a particular 'eye' on commercial transformation.
IMPACT:
Integrated M&A and re-engineered go-to-market - migrating core functions onto onto scalable platforms and transforming the market-facing side of a fragmented portfolio - creating a more unified and growth-ready business able to deliver on a market consolidation strategy.
4. rebound
THE ORGANISATION:
A mid-size regulated financial services business operating across 6 countries.
THE BRIEF:
Change the performance direction of travel - both growth and profit - at a business losing momentum.
ROLE:
Engaged as unit leader.
IMPACT:
Growth had stalled and profitability was following suit. The root cause proved to be declining client retention - with churn rising and placing unsustainable pressure on the sales funnel. Remedial action focused on process, skills, KPIs and governance - and delivered rapid gains. Coupled with sharper segmentation and sales targeting, this reset the business to top-quartile performance against peers and restored strong growth momentum.
5 - digitalise
THE ORGANISATION:
A mid-market European listed insurer looking at how it might deploy 'digital' to cement its market and competitive position and potentially leap-frog competitors.
THE BRIEF:
Unlock growth and client value through client-facing InsureTech - in an environment constrained by legacy systems and limited investment headroom
ROLE:
Engaged as a strategic advisor - working directly with key functional leadership and alongside client management and internal tech teams to shape the Group's InsureTech direction.
IMPACT:
Changed how the business thinks about and applies InsureTech — repositioning it as a customer-centric, growth-focused capability. Delivered a phased strategy centred on client acquisition, with a secondary focus on operational efficiency — balancing ambition with capital discipline.
