Work
My work is focused on tech-enabled B2B services businesses, usually founder-led.
Typically at £5m–£15m revenue, where growth pressure is real and the commercial system is starting to strain.
After three decades operating inside growing companies, I’ve seen how easily capable leadership teams drift out of alignment as scale increases — even when the people involved are competent and well-intentioned.
The pipeline begins to wobble. Targets stretch. Sales and marketing stay active but alignment becomes less certain. Board conversations carry more tension than they should. The founder is still too central to revenue.
That is rarely a marketing problem. It is almost always structural — strategy, expectations and behaviour not fully aligned under growth pressure. Left unaddressed, it compounds.
My role
Most operators brought in to fix a commercial problem will work on the commercial problem. That is usually the wrong place to start.
In scaling companies, the commercial system reflects the leadership system. Pipeline instability, narrative drift, execution fracture — these are downstream effects. The cause usually sits in the room above: misaligned leadership, unclear ownership, a founder still carrying too much of the business in their own head.
I operate at board altitude and execute at CMO level — which means I can work on the cause and the effect, in the right order.
This is not campaign management.
It is structural correction.
The diagnostic
Every engagement begins with leadership alignment. Commercial symptoms are examined second.
I assess four layers, in order: board cohesion and strategic alignment, executive narrative and leadership unity, strategy-to-execution coherence, and commercial system integrity. Symptoms show up in the commercial system. They rarely originate there.
The work produces a precise articulation of where misalignment sits, a prioritised correction plan, and written clarity the organisation can operate from immediately. No theatre. No vague recommendations. No surface optimisation.
The problems I work on
These structural issues tend to surface in four recognisable ways. Each is a different expression of the same underlying problem.
The deck
The slides below set out how I think about the problem, the four-layer diagnostic, and the Executive Reset in full.
It is designed as a working conversation — something to go through together rather than read in isolation. If you recognise your business in it, that is usually a good reason to talk.
Click to open — 10 slides.
How we work together
A precise intervention. A fixed engagement. No open-ended retainer to begin.
The work starts with a CEO Clarity Session — a focused 90-minute conversation to surface the real problem, distinguish symptoms from causes, and decide whether a full reset is the right next move.
Executive Reset
£35,000 fixed fee · 2–3 weeks
A short, intensive intervention to identify and resolve the leadership, commercial and organisational fault lines that are constraining growth.
Includes leadership interviews, working sessions with the founder and leadership team, a structural diagnosis, clear decisions and ownership, and written clarity the organisation can operate from.
The output is not a report.
It is a precise understanding of what is broken, why, and what changes — starting immediately.
Entry point
CEO Clarity Session
90 minutes with the CEO to explore what is really going on, decide what matters most, and establish whether a full reset is warranted.
I run a small number of these each year. If ongoing involvement makes sense after a reset — as fractional CMO, board advisor, or strategic support — that conversation happens then.
This work only works when at least one leader is willing to examine alignment honestly.
It is not designed for lightweight consulting, tactical marketing projects, or low-cost advisory.
If you recognise the patterns described here, we should talk.