Context
UK-based insurance services, InsureTech and outsourcing group following a take-private transaction.
Situation
Ownership expectations, growth ambition and operating rhythm were no longer fully aligned following the transition from public to private ownership.
Role
Engaged initially to lead a defined commercial transformation programme; remit expanded into transitional commercial leadership across the group as the business adapted to operating under PE ownership.
Focus and outcome
Reset growth priorities, clarified account ownership and embedded a new commercial operating cadence aligned to investor expectations, while preserving cultural strengths and delivery capability.
Context
Founder-led businesses acquired as part of a sector consolidation strategy across Europe and the US.
Situation
Rapid acquisition activity had created integration strain, uneven execution and limited realisation of group-level value.
Role
Engaged initially to lead post-merger integration; remit expanded into hands-on go-to-market transformation and operating leadership as the group moved from integration into scale-up.
Focus and outcome
Aligned operating, governance and commercial frameworks to accelerate value creation while retaining the local entrepreneurship that underpinned momentum.
Context
Large, regulated professional services group operating across multiple business units and geographies.
Situation
Material growth opportunity existed across businesses, but value sat at the intersections and could not be realised through siloed optimisation.
Role
Established and led a cross-business commercial and operating model, working at Group, CEO and regional leadership level to define ownership and direction while also engaging and leading directly within functional and frontline teams to shape and embed new ways of working where value was actually created .
Focus and outcome
Delivered material revenue uplift within the first year and created a scalable model subsequently rolled out across a significantly larger business.
Context
Multi-country financial services operation operating in a highly regulated environment.
Situation
Operational complexity, service issues and misaligned commercial focus were undermining client retention, growth and profitability.
Role
Stepped into senior operating leadership, taking responsibility for stabilisation, repositioning and delivery in a complex, regulated environment.
Focus and outcome
Restored top-quartile growth and profitability within 18 months, creating headroom for reinvestment in digital capability and geographic expansion.
If any of these situations reflect a current or emerging priority, I’m happy to have a confidential discussion to explore whether and how I might be helpful.
Initial conversations are exploratory and focused on context, constraints and objectives — with no assumption about scope, role or outcome.