I advise boards, CEOs, founders and investors on strategic transformation, M&A, growth and operating model choices across life sciences, healthcare and High-Tech B2B markets.
For organisations at moments of strategic inflection, I provide senior, independent counsel that links strategic ambition to the capabilities, leadership alignment and operating model required to deliver value.
Available for selected board advisory, fractional executive and strategic transformation mandates.
I work with boards, leadership teams and investors to challenge and unlock ambition, shape the strategic choices that matter most, and build the organisational conditions required to deliver sustainable value — from aspiration through to execution.
I combine rigorous strategic challenge with a co-creation approach — so that leadership teams are aligned around the decisions, capabilities and trade-offs that matter, and can own and act on the answer.
What allows me to be effective is the combination of consulting rigour, the pragmatism and contextual judgement that comes from running strategy inside complex organisations, and the interpersonal experience to work alongside boards, founders and leadership teams at moments of real consequence. A frame of reference that spans start-ups to large-caps, across a broad range of industries and strategic situations, brings a breadth of pattern recognition and experience that I draw on in every engagement.
I bring a “student of the business” mindset to every engagement — investing time to understand the context, economics, leadership dynamics and operating realities before forming a view. The result is advice that is both challenging and usable: built with leaders, not simply handed to them.
I take on a small number of engagements at any one time, across three core areas. Mandates may be advisory, fractional or project-based, with terms tailored to the situation.
Helping leadership teams make the choices that shape long-term value: where to play, how to win, portfolio priorities, growth platforms and the capabilities required to execute.
Includes both corporate and business-unit strategy, and extends to operating model design where strategy and structure need to move together.
Practical support to align strategy, organisation, capabilities and cost base so that growth ambition translates into delivery.
Covers operating model redesign, SG&A and cost optimisation, commercial effectiveness and transformation programme mobilisation.
Support across the full transaction lifecycle — investment thesis development, commercial and operational due diligence, synergy assessment, integration planning and post-deal value creation.
Particularly experienced in complex integrations where operating model design and leadership alignment are as important as financial engineering.
I work across five modes, depending on what the situation requires:
I also work with individual executives on a confidential, one-to-one basis — providing a structured sounding board for high-stakes decisions, complex leadership challenges and strategic problem-solving.
I am most valuable when an organisation is facing important choices, rising complexity or a need to accelerate value creation without immediately building a large permanent team.
A company needs senior fractional strategy, transformation or integration leadership during a transition period.
Investors need experienced support on commercial diligence, value creation planning or portfolio company priorities.
Leadership teams need to align around growth, operating model, capability or cost choices.
Post-deal situations require pragmatic integration, synergy capture and combined operating model design.
An executive needs a trusted, independent perspective on a high-stakes decision or leadership challenge.
Boards or founders need independent strategic perspective ahead of major decisions.
The emphasis throughout is on senior judgement, practical value creation and genuine alignment with the leadership team, who ultimately own delivery.
My deepest sector experience is in life sciences, healthcare, scientific instrumentation, high-tech industrial B2B and specialised services — markets where technical differentiation, commercial model choices, organisational capability and investor expectations need to be joined up clearly.
Within these, I have worked extensively across pharma services, biopharma, healthcare services, analytical instrumentation, industrial sensors and specialty chemicals.
That said, the strategic and value creation challenges I work on — growth choices, operating model design, M&A, performance improvement — are not sector-specific. I have worked across financial services, logistics and distribution, construction, wholesale and retail pharmacy, and others, and am experienced at getting up the learning curve quickly without compromising the quality of the challenge.
I am a senior strategy and transformation advisor with more than 20 years of experience supporting boards, CEOs, executive teams and investors across strategy, M&A, integration, organisational effectiveness and performance improvement.
I was previously a Partner in L.E.K. Consulting's Organisation & Performance Practice, where I spent 18 years advising corporates, private equity and investor-backed clients. I have held senior divisional strategy and integration leadership positions at Spectris plc, a c.£2bn industrial technology group, and currently serve as fractional Head of Strategy at LumaCyte — a high-tech analytical instrumentation business serving the biotech sector. I am additionally providing early-stage strategic advisory support to several other early stage ventures.
My approach combines rigorous strategic thinking with practical operating model and leadership alignment experience. I am most effective where independent challenge, senior judgement and a co-creation mindset help leadership teams reach better decisions and act on them with confidence.
Based out of Dubai, I work with clients across the Middle East, the UK, Europe and the US — and beyond where the opportunity is right.
For selected board advisory, fractional executive and strategic transformation or M&A mandates, please get in touch directly by clicking below:
