Business Adviser to Owner-Managed Businesses
Helping business owners solve problems, unlock growth and make better decisions.
I provide independent analysis, practical advice and an experienced outside perspective, grounded in more than a decade of building and running my own business.
Business owners don't always need the same kind of help. Sometimes you need someone to analyse a problem and tell you what they think. Sometimes you need the right questions and challenge to help you reach your own conclusions. And sometimes the most useful thing is the perspective of someone who's dealt with similar situations themselves.
I can work in any one of these ways, or use a blend of consulting, coaching and mentoring depending on the situation, what you want from me and what will be most useful.
Analysis, diagnosis and recommendations.
I take an objective look at the business, the numbers or a particular problem, identify what I believe is really happening and give you clear, practical recommendations on what I think you should do next.
Questions, challenge and better decisions.
Sometimes the answer shouldn't come from me. I'll ask questions, challenge assumptions and help you step outside the day-to-day noise of the business so you can think more clearly and reach better decisions yourself.
Experience, perspective and practical guidance.
I've spent more than a decade building and running my own business. Where my experience is relevant, I'll share what I've learned — including what has worked, what hasn't, and what I would consider if I were facing the same situation.
My role is advisory, not executive. I can help you understand the problem, decide what needs to change and review the results. Implementation remains with you and your team.
I've spent more than a decade building and running my own business.
Before starting my own business, I held senior operational roles where I was responsible for growing businesses, managing teams and improving underperforming operations.
I then moved into entrepreneurship, starting a business from scratch and building it into a substantial, self-sustaining operation that went on to achieve more than £1 million in net profit before tax in a single year.
Growing a business meant learning every part of it.
I've been closely involved in finance, people and HR, recruitment, payroll, sales, commercial decision-making, operations, systems, technology, management, strategy and the countless problems that don't fit neatly into any one category.
I've experienced growth and success, but I've also experienced difficult trading conditions, changing markets, setbacks and the pressures that come with being responsible for a business, its people and its future.
Over time, I professionalised the business, built a management structure around it and ultimately removed myself from its day-to-day operation.
The wealth generated through business also allowed me to become an investor and build assets and income outside the operating business. That has given me another perspective on something many business owners eventually have to consider: how the business fits into their wider life, rather than allowing the business to become their entire life.
Today, I remain a business owner and investor.
I now use that experience to work with other owner-managed businesses — providing an independent perspective, challenging thinking, analysing problems and helping owners make better decisions.
Running a business can be rewarding, frustrating, exciting, isolating and exhausting — sometimes all in the same week.
I've experienced the highs that come with growth and success, but also the pressure of difficult trading periods, uncertainty, responsibility for employees and knowing that ultimately the decisions stop with you.
The numbers, systems and strategy matter. So does the person running the business.
Sometimes what an owner needs most is someone who understands that experience — someone they can speak openly with, who won't be shocked by the difficult days, and who can help them think clearly when the weight of the business makes that harder to do.
You don't need to wait for a crisis to get an outside perspective.
Sometimes there's a problem you need help understanding. Sometimes you know what the problem is but aren't sure what to do about it. Sometimes you know what needs to change but are struggling to make it happen.
And sometimes the business is doing well — you simply want an experienced person outside it to challenge your thinking, help you spot opportunities and keep you focused on where you're going.
I primarily work with owner-managed businesses, from start-ups and early-stage businesses through to established SMEs with turnover of around £10 million.
Different businesses need different levels of support. You might want an independent view on one decision, an ongoing adviser who gets to know your business, or a deeper review of a particular problem or opportunity.
£350
90 minutes
For business owners who want an experienced outside perspective on a particular problem, opportunity or decision.
We'll focus on the issue, challenge the assumptions around it and work towards clear next steps.
This can also be a useful way to experience how I work before considering an ongoing advisory relationship.
Monthly fee
agreed around the support you need
For business owners who want an ongoing relationship with an adviser who gets to know the business rather than starting from scratch every time something happens.
The level of support can be tailored around what you need — from a regular advisory meeting to more involved analysis and support between meetings.
Fixed fee
agreed in advance
For a particular problem, opportunity or decision that requires deeper analysis.
We'll agree the scope, expected outcome and fixed fee before work begins.
Fees are agreed and paid in advance.
The first step is a short, free introductory call. Tell me a little about your business, what's happening and what you're looking for help with. I'll tell you whether I think I can genuinely add value and, if so, what I think the most appropriate next step would be.