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CEO / COO · Growth, Transformation, Value Creation
I'm at my best when there's a lot going on - post-merger integration, digital transformation, a new investor asking hard questions. I find the opportunity inside the complexity, translate it into something an organisation can execute, and build the capability to make sure it stays there.
Get in touchThree ways to work with me
Permanent Executive
CEO and COO roles where the job is to build, fix, or scale something real, not manage what's already running smoothly.
Non-Executive Director
Board-level judgment on growth, transformation, and governance, drawing on operating experience across SaaS, non-profit, and financial services.
Interim & Transformation
Independent consulting between permanent roles, brought in for operating model design, digital and AI transformation, and separation or divestment work.
More on consulting & interim →What I bring
- A track record of taking early-stage or underperforming ventures and building them into commercially healthy, growing businesses.
- Experience leading major technology and operating model transformation programmes, including large-scale divestment and separation work, and leading 0-to-1 product build and go-to-market.
- Experience shaping government-facing digital transformation programmes, including the case for investment.
- A consistent pattern of improving commercial performance across sectors from SaaS to non-profit to financial services.
About
Senior executive with a career spanning Accenture, WPP/Ogilvy, Sage, JATO Dynamics, and Papirfly Group, and most recently Chief Operating Officer at Royal Voluntary Service. Cambridge-based, globally mobile.
I specialise in organisations where delivery has slowed, leadership teams have become stretched, and priorities have lost clarity. My focus is on restoring the operating discipline, governance, and executive capacity an organisation needs to translate strategy into consistent delivery, then building the leadership capability so it holds after I've moved on.
I work across permanent executive roles, Non-Executive Director appointments, and interim transformation contracts. I'm brought in where there's genuine complexity: post-merger integration, digital and AI transformation, or a board that needs a straight answer.
GoVo
At Royal Voluntary Service, I led the design and launch of GoVo, a national digital platform connecting volunteers with charities across the UK. I built the team, the product, and the commercial model from the ground up, taking it from concept to a live national platform. I also designed and launched the corporate services offer alongside it, a tech and consulting proposition helping employers activate employee volunteering at scale.
Visit GoVo →Corporate services →
Career
- Chief Operating Officer
Royal Voluntary Service - Chief Operating Officer
Papirfly Group - Interim Vice President, Global Brand Experience
Sage - Interim Chief Customer Officer
JATO Dynamics - Head of UK Consulting
Ogilvy / WPP - Senior Manager
Accenture
Approach
I'm often brought in where the easy path and the right path diverge. The comfortable decision protects a relationship, a plan, or a piece of internal politics. The better one means overriding it.
That's shown up as walking away from a strategy that wasn't working, despite pressure to stick with it. As taking a short-term financial hit to fix something properly rather than let it drag on. As backing an unconventional operating model when the safer option was to do what everyone else does. And as considered, use-case-specific AI implementation, built on the broader data capability and data architecture needed to support it rather than adopted for its own sake.
What connects these isn't the specific calls. It's the willingness to hold a position under resistance, from a board, an investor, or a founder, when the evidence supports it.
I'm happy to talk through the specifics of any of this directly, and understand how I can help.
What I think
Reflections and takeaways from conferences, panels, and current work in data, AI, and transformation.
Foundations first
Why clean data remains the unglamorous foundation of every AI ambition, and what most organisations are still getting wrong about it.
Read on LinkedIn →Skills, workforce, and the end of the linear career
What AI means for how organisations build capability: cognitive flexibility, social mobility, and why the old career progression model no longer describes reality.
Read on LinkedIn →Ambition is not in short supply. Execution is harder.
Reflections from London Tech Week: the gap between using AI at the margins and genuinely transforming with it, sovereignty, and what boards should actually be asking.
Read on LinkedIn →Sectors
SaaS and software platforms
Non-profit and social purpose organisations
Financial services
Data, AI and digital transformation
PE-backed businesses
Public sector and government transformation
Consulting & Interim
I work as an independent consultant between permanent roles, brought in for periods where an organisation needs senior operating capability without a permanent hire.
Typical engagements include large-scale operating model design, government and public sector digital transformation, divestment and separation support, and IT strategy.
Contact
I'm always glad to hear from executive search consultants, board chairs, and organisations exploring permanent, NED, or interim support.