Work that strengthens rather than consumes.
I still love business.
I love the questions behind it, the people building it, and that moment when something complicated begins to become clear.
These days, I choose the work — and the rooms — more carefully.
Explore the practice
Experience changes the questions
I’ve spent much of my working life around businesses and the people who lead them. I’ve worked across different countries, industries and stages of growth; inside organizations and alongside them; around board tables and with owners trying to make sense of what comes next.
For years, much of my value came from knowing what to do.
Experience changes that.
I still believe good advice matters. Sometimes there is a technical answer, a structural problem or a decision that simply needs to be made. But increasingly I find the most valuable work begins a little earlier — by making sure we’re solving the right problem in the first place.
A financial issue may actually be a leadership issue. A growth problem may be a capacity problem. A difficult strategic decision may have less to do with the available options than with what the owner really wants their life to look like.
The numbers matter.
So does the person reading them.
Where I tend to be useful.
1) Board & Advisory
Perspective when the view from inside has become too familiar.
Owners, boards and leadership teams don’t always need another person doing the work. Sometimes they need someone sufficiently close to understand the business and sufficiently removed from it to see what others no longer notice.
My role is often to bring perspective: asking questions, testing assumptions, bringing financial and commercial experience to the table, and helping leadership distinguish what is urgent from what is actually important.
I particularly enjoy businesses experiencing growth, transition, complexity or the point at which yesterday’s way of operating is no longer sufficient for tomorrow.
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2) Executive Conversations
Leadership can become surprisingly lonely.
There are things an owner or executive cannot easily discuss with employees, colleagues or sometimes even the people closest to them. Yet the decisions still need somewhere to go before they’re made.
I work one-to-one with a small number of leaders as a confidential thinking partner — part coach, part adviser, occasionally challenger, and increasingly someone willing to ask another question before offering an answer.
The objective isn’t dependency.
It’s greater clarity.
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3) Beyond the Founder
Build something strong enough to need you less.
There comes a point in the life of many businesses when the qualities that helped the founder build them begin to create their next constraint.
Too much knowledge sits with one person. Decisions keep finding their way back to the same desk. Growth creates complexity. The business may be successful, but stepping away from it — even briefly — still feels impossible.
I enjoy helping owners think through what comes next: stronger leadership, clearer accountability, better financial visibility, thoughtful governance and a business increasingly capable of standing without its founder holding every wall up.
That may ultimately create space for growth, succession, sale — or simply a different kind of life.
Sometimes the strongest thing you can build is something you are eventually free to leave.
Less prescribing. More noticing.
I used to think experience meant accumulating more answers.
Perhaps some of it does.
But I’m increasingly interested in what experience allows us to notice: the question nobody has asked, the assumption everyone has accepted, the thing the numbers are telling us, the thing they cannot tell us, and occasionally the answer somebody already knows but hasn’t yet been willing to say aloud.
That has changed how I work.
I don’t arrive with a predetermined framework and attempt to fit somebody’s business inside it. I listen. I ask. I challenge where challenge is useful. I bring experience where it genuinely helps.
And when I don’t know, I’m quite comfortable saying so.
The aim isn’t to leave more of me in your business.
It’s to leave more clarity in the room.
The right work.
I’m no longer trying to fill every available space in the calendar.
I work best where there is trust, openness and a genuine desire to think rather than simply validate a decision already made.
That means I take on a limited number of advisory, board and executive relationships, alongside occasional strategic projects where my experience is particularly relevant.
If there’s a fit, we’ll probably know fairly quickly.
If there isn’t, that’s okay too.
My background spans finance, board leadership, governance, business strategy and executive advisory work across the UK, Channel Islands and United States.
THE OTHER CHAIR
What’s on your mind?
You don’t need to know whether you need an adviser, a coach or something else.
If you’re carrying a business question that would benefit from another perspective, start there.
Some of
my portfolio
Ratio Fortis - Tax & Advisory firm
Cyber buffalos- IT Managed Services
Business Conditioning - business turnarounds, growth and expansion
CentricalCyber - cyber risk governance
Galvez Rodriguez Audit & Assurance - audits, reviews for banks
Kingsman Life - mens Christian community