I build growth engines, not slide decks.

The story

My work sits at the intersection of three things most advisors keep separate: growth, the operating model that has to deliver it, and the technology that decides whether you scale linearly or not.

I currently lead growth and partnerships for a medicolegal reporting business, a supply-constrained, admin-heavy market where the constraint isn't demand, it's expert capacity and operational friction. That work shapes how I think: find the real bottleneck, build the engine around it, and scale volume without scaling headcount in lockstep.

How I approach strategy

I start with constraints, not ambitions. Every business has one binding constraint at a time, supply, conversion, admin capacity, pricing. Lift the wrong one and nothing moves. The job is to find the one that actually caps revenue, then redesign people, process and automation around it.

What makes me different

Most consultants sell frameworks. I've run the P&L. I bias hard toward action, I anchor everything to bookings and revenue, and I'd rather ship a 70% answer this quarter than a perfect one next year.

What drives me

I'm a builder, of people, systems, trust and ideas. I read across disciplines because the best answers usually come from connecting things other people keep separate, and I'm happiest developing operators who go on to outgrow me. I'm not chasing the busiest seat in the room. I'm trying to be the one who sees what matters before everyone else does, and who leaves every organisation, team and person stronger than I found them.