I work on the commercial and strategic problems that determine company value — the ones where stated intent, capital and execution have come apart. Engagements tend to begin in one of the four areas below, and rarely stay there, because the problems that move value rarely respect the boundaries between them.
Services
Strategy & Market Intelligence
Most strategies are built on a flattering read of the market and an optimistic read of the organisation’s own capacity to act. I provide the honest version of both — competitive dynamics, customer behaviour and structural trends on one side; a clear-eyed view of what the business can actually do on the other — and the diagnosis of where the two have stopped lining up.
Pricing & Commercial Improvement
Pricing is usually the largest underused lever in the P&L and the one most often mishandled — set in a spreadsheet, then handed to a sales force that quietly discounts it back. I work the whole chain: the right prices, the commercial capability to hold them, and a sales organisation that can execute without buying volume back at the door.
Investment & M&A Support
I work with investors and management teams at the decision points that are expensive to get wrong: the commercial case for an acquisition, a business plan stress-tested before a fundraise, the market intelligence an investment committee needs to commit. My job is to find the assumption that breaks the thesis not to validate a plan that has already been written.
Operational Performance
Commercial gains the operation can’t support don’t survive the year — they get eaten by capacity limits, cost drift and process built for a different strategy. I align capacity, cost base and process to the commercial plan so the improvement still shows up in the numbers twelve months later, not just in the launch deck.