I’m typically brought in when the business has outgrown its operating model:

• Where decision-making is slow
• Priorities compete
• Execution is inconsistent across teams

I work with founders to introduce clarity: defining what matters now, who owns what and how the business actually runs day-to-day. The focus is on cadence, accountability and cross-functional alignment, often covering product, commercial, delivery and finance. My role is to stabilise the core, reduce friction and create the conditions for sustainable growth.

Case study: early-stage SaaS business
I was brought into a founder-led B2B SaaS business operating in a technically ambitious space, where vision and activity were strong but the organisation was starting to strain under its own momentum. Progress was being made, but unevenly and at increasing operational cost.

The challenge
The business had outgrown its informal operating model. Priorities competed, execution varied across functions and too much decision-making and problem-solving sat with the founder. The risk wasn’t a lack of opportunity, but a lack of focus and operating rhythm.

My role
Working closely with the founder, I took on a hands-on COO role focused on stabilisation and momentum. The objective was to reduce friction, clarify ownership and create enough structure for the business to execute reliably without introducing bureaucracy.

What I did

• Clarified near-term priorities and decision rights across product, commercial and delivery
• Introduced operating cadence and clearer ownership to improve execution
• Acted as a true founder partner, absorbing operational load where it mattered most
• Helped rationalise roadmap and commercial focus to reduce distraction

Outcome
Execution became more predictable, leadership capacity was freed up and the business regained momentum. Trade-offs were clearer, teams were better aligned and the operating model supported the next phase of growth rather than constraining it.