I take on growth leadership roles when ambition is high, but performance stutters:

• Results are uneven
• Revenue, marketing, sales and product are misaligned
• Activity isn’t translating into traction

I work hands-on across go-to-market strategy and execution, helping teams sharpen their value proposition, focus on the right growth levers and build momentum that compounds. This often involves simplifying plans, tightening feedback loops and making trade-offs explicit so growth becomes deliberate and repeatable.

Case study: portfolio of founder-led businesses

Alongside embedded leadership roles, I’ve led growth and commercial work across a portfolio of founder-led businesses at different stages in software, services and mission-driven organisations. Each engagement had its own context, but shared common growth challenges.

The challenge
In most cases, ambition exceeded clarity. Founders were investing time and money into growth activity, but traction was uneven: positioning was fuzzy, go-to-market efforts were fragmented and feedback loops between sales, marketing and product were weak or informal.

My role
I came on board as a hands-on growth leader, typically on a fractional basis, to help founders sharpen focus and build momentum. The work prioritised fast diagnosis, practical action and learning over theory or long-range planning.

What I did

• Clarified value propositions and ideal customer focus
• Helped founders identify and prioritise the few growth levers that mattered most
• Tightened the link between commercial activity and real customer feedback
• Simplified plans and made trade-offs explicit to accelerate execution

Outcome
Across engagements, growth efforts became more deliberate and effective. Founders gained clarity on what was working, teams focused on fewer, higher-impact initiatives and commercial progress became easier to measure and sustain.