Some stuff I’ve worked on:
- Looked at a $720 million infrastructure buyout. Not just the numbers. The real question was whether two companies with completely different cultures could actually become one. That’s the part most people miss.
- Ran strategy for EMEA at a SaaS company. Had 8 analysts and about 50 interns reporting up. We hit 115% of the target that year. The secret? We stopped pretending we had perfect data and started making calls with what we had.
- Built tracking systems for a $120 million project portfolio. Sounds boring until you realise most portfolios that size are flying blind. We fixed that.
- Cut costs 20-35% at a few places by putting in ERP systems and redesigning how work actually gets done. Not the flashy stuff. The unglamorous work of mapping processes and removing steps that exist because “that’s how we’ve always done it.”
- Did 90+ consulting gigs across FMCG, education and retail. Market entry mostly. The pattern I see everywhere: companies know they want to grow, they just don’t know where the real opportunities are versus the traps.
- Also did asset valuations totalling around $180 million. For investors who needed someone outside the company to tell them if the numbers were real.
How I work:
I like data. But I’ve seen too many smart people hide behind spreadsheets because they’re scared to make a call. Data should inform judgment, not replace it.
I care about what happens after I leave. I’ve watched too many strategy decks collect dust. If I give advice you can’t execute, I failed.
I can talk to your board and your warehouse team on the same day. Most strategies fail in the gap between those two rooms. I try to live in that gap.
Who I work with:
CEOs and boards are making big bets. CFOs who need an outside voice on the numbers. COOs are trying to transform and actually stick.
If that sounds like you, let’s talk.