When you’re making critical scaling decisions, you need someone on your board who’s actually built businesses through these exact challenges. I’ve disrupted established markets and created new categories from scratch – I know what it takes to move from vision to executable strategy.

The most valuable board conversations happen when strategic thinking is grounded in operational reality. I’ve taken businesses from concept to £700M+ revenue, led product pivots that grew from zero to £1M ARR in 12 months, and repositioned companies to double in size while achieving 80%+ margins. That experience shapes how I think about your strategic choices.

Scaling isn’t just about revenue growth – it’s about building systems that can actually support that expansion. I’ve learned this the hard way: what works brilliantly at 10 people completely breaks at 90. Your meeting structures, hiring approach, technology stack, and management systems all need reimagining at each stage.

I’ve led operational transformations that took businesses from negative gearing to 80%+ margins, launched new verticals that grew from £300K to £1.5M in 18 months, and scaled operations to profitable 60-person international teams. That experience helps me see around corners as your business grows.

Raising capital is about much more than just getting money in the bank. It’s about positioning your business for the right investment at the right time, then managing those investor relationships through the inevitable challenges that come with growth. I’ve been through this cycle multiple times from different angles.

With Brawn Power, I guided the founder through four investment rounds – from friends and family through to VC backing by True Ventures. At The Digital Maze, I led the acquisition strategy that built a 50-person agency delivering 20% annual growth. The key is sequencing these capital events to match your business development milestones, not just when you run low on cash.

Leadership challenges get harder as you scale. Founding teams need to evolve from hands-on operators to strategic leaders. New senior hires need proper integration. And you need succession planning that doesn’t create business risk. I’ve navigated all of this while building teams from solo founder to 2,500+ people across multiple countries.

The real challenge is maintaining the entrepreneurial culture that made you successful while building management systems that can operate at scale. I focus on creating leadership synergy and empowering decision-making across growing complexity – whether that’s integrating acquisitions, developing founders through role transitions, or building international operations.