I’ve worked across early-stage and high-growth teams in B2B, consumer, and AI environments.
I step in across operations, revenue, and product to bring structure, clarity, and ownership back into execution.
This is not advisory from the outside.
This is hands-on work inside the system.
This usually makes sense when:
• Founder execution is becoming a bottleneck
• Teams are unclear on ownership
• Decisions keep getting revisited
• Metrics exist but aren’t trusted
• Execution feels heavier than it should
Left unchecked, this slows growth and drains founder time.
That’s the layer I work on.
• Execution systems across product, growth, and operations
• Revenue visibility and pipeline clarity
• Cross-functional decision-making and ownership
• Customer feedback loops into product and CX
• Founder time, prioritisation, and focus
• I work closely with founders and core teams
• I operate across functions, not in silos
• I focus on fixing systems, not just outcomes
• I stay close to execution while building structure
• I aim to leave behind systems that run without dependency
I take on a small number of roles at a time where I can be meaningfully embedded and take ownership.
This works best in environments where:
• Growth is happening faster than structure
• Teams are open to changing how execution works
• There is intent to build systems, not just push output
If you're building something where growth is starting to outpace structure, this is worth diagnosing first.
Run the execution diagnostic
For teams that already know something is breaking: