What I offer
Fractional COO (1-3 days/week)
Growing companies reach tipping points where their expanding team outgrows the way they operate -- resulting in chaos, frustration, missed targets and too little time on product and customers. This is where I step in. I split my time supporting companies in that role, and cross-fertilizing.
Learn more
CxO / Founder mentoring
I've been through the start-up journey a few times, with contrasted experiences. While you know your business best, it's proven that a few quality hours thinking through key issues without the pressure of a board meeting can make the difference. Let's have an intro call no strings attached...
Senior project work
Most start-ups/SMEs lack project resources, with all hands on deck focusing on products and markets, or dealing with what they can't avoid. Project work though is key to get ready for the next phase. I hit the ground running, and work collaboratively to bring your key projects to completion.
Brainstorm on climate tech and energy transition
I'm exploring business ideas in climate tech and energy transition, looking forward to brainstorming with anyone sharing this interest.
Experiences
Co-founder, from 0 to 1 and beyond
I co-founded and exited Transwide (SaaS platform connecting industrial companies with their transport providers, now Alpega), and Snapstore (flash sales fashion ecommerce, now veepee). Ran all aspects of operations through cash-constrained growth, to €2M ARR and €15M sales at respective exits.
Product-led breakthrough
Transwide was a story of pivots. As product head, I worked with early clients to address a small but critical need with a new product (twSlot) that delivered quick results. It ended up being the foot in the door with short sales cycles that kickstarted high growth, leading to a successful exit.
The right moment to double down for high growth
With Capital One, I scaled their US telemarketing channel and grew it 10x. Later at Snapstore, I ran tests on Google and Facebook and accelerated growth to build a 200k customer base. In each case, the key was getting to a very clear view of the channel metrics, and carefully ramping the spend up.
The dangers of missing key indicators
I learnt the hard way how to carefully choose what financial and operational KPIs to follow, uncover the hard truths behind them, make them reliable and visible. I can share war stories... It has helped me since create opportunities, focus on the right things, avert crises numerous times.
Fractional COO
I'm an operator at heart, naturally anticipating the processes, practices, and indicators needed for the next stage. I've spent most of my entrepreneurial career running all or parts of operations, eg. customer success, account management, product, finance, HR, specific business ops...
Funding and M&A
Raising funds and negotiating deals can define a start-up's journey. I've participated in raising funds and negotiated acquisitions or sales at multiple stages of the businesses I've been involved in, with deal values ranging from a few £100ks to £10M.
Climate Tech and Energy Transition
I'm currently exploring and investing time in climate tech, and energy transition in particular, building up my understanding and working on a couple business opportunities.
Hiking and running...
I've long loved hiking, but running has become a passion lately. I always hated running, but decided to figure out how to enjoy it 5 years ago, and have not stopped since. I've just completed my first marathon -- far from everyone else's PB, but that's a start...!
