If what you want to know isn't here, ask me directly. I read every message myself.
Founder-led companies of roughly 20 to 200 people that are still growing, usually B2B SaaS or software, where decisions still bottleneck at the top or the way of working has stopped scaling. If you're pre-product-market-fit, your constraint is the product itself. And if you're after go-to-market or commercial strategy, that isn't what I do.
You work with me directly; there's no team behind me. I've spent ten years turning manual operations into systems that scale. Five of those were at Accenture as a management consultant, running digital transformation programmes for airlines. The other five have been as an operating executive: Chief Product Officer at SmartBite in Kuala Lumpur, Chief Operating Officer at Easygenerator in Dubai, and currently VP of Engineering (AI) at Sana Commerce in London.
It's where every engagement starts, at a fixed scope agreed before we begin. I spend time inside the business, talk to your leadership team and the layer below it, and walk through how work actually moves through the company. You get a written view of what's holding growth back and what I'd do about it. It's deliberately small, so we both find out whether a longer engagement is worth doing before either of us commits. Sometimes the answer is that you don't need me.
I don't publish either. Scope varies enough between companies that a figure quoted here would mislead more than it helped, and I'd rather not start that way. Both are settled in conversation, and the diagnostic exists so that conversation happens with something concrete in front of us.
That depends on what it finds. Usually it's one of five things: operating model and org design, scaling operations, digital and AI execution, coaching the leadership team, or embedded leadership. That last one means I take a seat on the leadership team and run it directly, with an end date and a named successor agreed at the start.
London, working across Europe and beyond. I've worked in the Netherlands, Malaysia, the UAE and the UK, across e-commerce, edtech, foodtech and aviation. The work needs real time inside the business, so how we arrange that is worth covering on the call.
That's the point of it, and it's why coaching is part of the work rather than an add-on. The leaders who inherit a new way of working have to think differently for it to survive, so I coach them through it while the changes are still being made and I'm still in place.