Hard-won insight from thirty years of building, scaling, and exiting tech driven businesses. Helping ambitious leadership teams move faster and make better decisions.
Let's have a conversationMost businesses hit a point where the things that got them here won't get them there. The board can't be in every room. The team is stretched. The strategy is unclear and execution falters. Growth has stalled, or worse, the business is scaling without the structure to support it.
Scaling a tech-driven business isn't complicated, but it isn't easy either. It requires clarity, purpose, discipline, and the willingness to build systems that let the business outgrow its leadership's direct involvement.
Helping leadership teams define where the business is going and how to get there. Market analysis, business models, competitive positioning, growth planning.
Learn more →Defining what to build, which technologies to back, and how product and platform decisions connect to business goals. Includes applied AI and data strategy.
Learn more →Shaping what you sell, how you position it, and how you take it to market. Evolving service offerings to match where the market is heading.
Learn more →Building the processes, delivery standards, and ways of working that let a business scale without things falling apart.
Learn more →Stepping into senior technology or operational leadership roles on a fractional basis, while developing internal capability to take over.
Learn more →Due diligence, post-acquisition integration, investor-facing strategy, portfolio company advisory, and NED roles.
Learn more →Grew a technology consultancy from 50 to 650 people across four UK offices with 30% year-on-year revenue growth. Built the operational infrastructure, delivery standards, and commercial discipline that enabled rapid, profitable scaling. Led the business through private equity investment to acquisition by a leading global consultancy.
Recruited as Managing Director of a tech consultancy with strong EBITDA but untapped potential. Strengthened the finance function, restructured the sales function, and repositioned the service portfolio. Won a competitive three-year government framework against major global consultancies. Built the foundations for 25%+ revenue growth.
Working with businesses across financial services, international technology infrastructure, and tech driven businesses on growth strategy, business model design, proposition development, product roadmaps, and technology leadership.
I've built, scaled, and exited technology-driven businesses. When I advise on how technology can reshape yours, it comes from operational experience, not theory. From 50 people to a a consultancy turning over £50M, acquired by a leading global consultancy, through PE investment and post-acquisition integration. I draw on real experience, not abstract frameworks.
Most business advisors don't understand technology well enough to challenge your technical team. Most technologists don't understand commercial strategy well enough to challenge your board. I work across both worlds, spotting the problems that sit in the gap between them.
Strategy means nothing if the team can't or won't execute it. I've spent thirty years working with leadership and technical teams, and the relationships tell their own story — repeat engagements, returning clients, and teams that stay engaged through the hard parts of delivery.
This isn't top-down consulting. I work with your leadership team, at your pace, on your priorities. No hundred-page reports. Practical insight, thoughtfully applied to your situation.
The goal is always to build your team's ability to own both the strategy and the solution. I step in, build clarity and momentum, then step back. You end up stronger, not reliant on me.
Everything starts with a conversation. No pitch, no pressure, no obligation. If I can help, I'll tell you. If I can't, I'll tell you that too.
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