Whatever your situation,
I've likely been there.

Growing fast — small to mid-market

Winning in the market but the infrastructure is straining. What got you here won't get you to the next stage.

• Ops can't scale with sales — delivery is suffering
• Leadership team not ready for the next level
• Procurement and supply chain are reactive, not strategic
• Culture breaking under growth pressure
• No clear org structure for where you're heading

Led supply chain, procurement, and operations functions through rapid growth phases across FMCG and industrial businesses.

Plateaued — revenue stuck, margin under pressure

Working harder for the same or worse results. Something structural needs to change.

• Top line flat despite effort and investment
• Margin eroding — cost creep, wrong customers, commodity pricing
• Team has normalised underperformance
• No clear view on where the next growth lever is
• Strategy exists on paper but not in practice

Diagnosed and broke through plateau conditions across multiple businesses — P&L accountability at significant scale.

In transition — restructure, sale, acquisition, or succession

The business is changing hands, shape, or direction. Stakes are high and the margin for error is low.

• Preparing for sale — need to present the business at its best
• Post-acquisition integration messier than expected
• Restructure creating uncertainty and talent risk
• Succession plan undefined or founder dependency too high
• EBA or IR complexity adding risk to the process

Directly led sale and acquisition processes, org restructures, and EBA negotiations — across privately owned and publicly listed businesses.

Scaling up — complexity outpacing leadership

Real scale, but the leadership model, systems, and processes haven't kept pace.

• Leadership team capable individually but not functioning as a unit
• Multiple sites or divisions — no consistency in execution
• Large team management becoming a liability
• Continuous improvement initiatives not sticking
• P&L discipline inconsistent across the business

Led large, multi-site teams across enterprise and multinational environments — with full P&L and operational accountability.

Under pressure — performance, people, or financial

Something is broken. The clock is ticking and you need someone who's been in the room before.

• Cash or margin position is critical
• Key person or leadership failure destabilising the business
• Operational failure creating customer or compliance risk
• Board or investor confidence eroding
• Need an experienced operator in the room — fast

Stepped into distressed operating environments across manufacturing and industrial sectors — stabilised, restructured, and rebuilt.