Fractional Executive Leadership

I take senior responsibility for a defined part of the business or commercial, operational, regional or broader, without the company needing to make a permanent executive hire. The role is embedded rather than advisory, which means I join the leadership conversation, own outcomes and stay close enough to the work to make sure decisions turn into action rather than into another meeting.

This tends to suit founder-led companies somewhere between fifty and three hundred people, at the point where the organisation needs more senior executive capability than it has but cannot yet justify the permanent hire. Engagements usually run for six to twelve months.

Interim and transformation leadership

I have run relocations from both sides. Around 300 roles to Budapest, and a business moved from Frankfurt to Athens that came out more productive than it went in.

Companies usually plan these as a cost exercise and are surprised when delivery drops for a year. The cost side is the straightforward part. The difficulty is that the knowledge that holds the operation together is undocumented and sits with people who are not moving, and you only find out who those people were after they have gone.

I work with companies planning a move, and with companies who are partway through one and finding it harder than expected.

Investor and operational advisory

I have worked through two changes of ownership at the same company, Carlyle's acquisition of Dealogic and later ION's, on operational-level diligence and post-deal integration both times. I have also rebuilt a global operating business across eight countries, increasing operating margin from 38 per cent to more than 60 per cent while continuing service performance. That gives me a different view of an investment than the financial model alone.

I work with investors and leadership teams on operational diligence, management capability, post-deal priorities, and the practical questions that determine whether the investment case can be delivered.

Executive coaching

Some business constraints sit in the organisation. Others sit with the person running it. I coach senior leaders dealing with growth, transition, increased responsibility and difficult decisions.

The ACE Assessment provides a structured starting point for understanding how a leader operates under pressure, where their strengths help them and where those same strengths can begin to work against them. The assessment takes around twenty minutes, followed by a forty-five-minute review. Longer coaching engagements typically run for six to twelve months.

Relocating and rebuilding operations

Some situations require a shorter, more focused intervention. I step into businesses during periods of change, underperformance or transition and take responsibility for a defined outcome.

Recent assignments include leading an Asia-Pacific sales and client services transformation in Hong Kong and relocation of team to Athens from Northern Europe

The objective is not to leave behind a presentation. It is to leave behind a business that works differently.