Commercial first. Marketing is simply the discipline I use.
Based near London, with the flexibility to work across the UK and internationally, I take on senior marketing leadership appointments with PE-backed businesses executing a value-creation plan, scale-ups approaching their next stage of growth and established organisations looking to restore commercial momentum. I also work with mission-driven organisations, where income generation carries just as much pressure as revenue does anywhere else.
Growth Is a Commercial Outcome
I've always believed growth is a commercial outcome; marketing is simply one of the ways I help deliver it. Sustainable growth comes from improving how organisations find, convert and keep the right customers — not simply increasing marketing activity. Before I think about campaigns, channels or technology, I look at what the business is trying to achieve, what's constraining it and how customers actually experience it.
Growth rarely stalls because one department stops performing. More often, it slows because the commercial interlock between functions begins to weaken. Sales, product, marketing, finance and customer success are all working hard, but not always towards the same commercial outcome. My role is to reconnect those functions around customer demand, shared priorities and better commercial decisions — and to bring people with me while I do it.
What Shapes My Thinking
One of the most valuable lessons I learnt early in my career was to put myself in the customer's shoes before making a decision. It sounds simple, but it changes everything. It replaces assumption with understanding, opinion with evidence, and activity with purpose. That principle has stayed with me throughout my career.
Across product, sales and marketing, in enterprise, PE-backed, scale-up and founder-led organisations throughout Europe, North America and Asia-Pacific, the specifics change, but the same commercial frictions keep re-emerging.
My experience spans both B2B and B2C, with much of my career focused on technology and SaaS businesses, where digital transformation and commercial growth increasingly depend on each other.
I've also learnt that the best commercial decisions rarely come from having the quickest answer. They come from asking better questions, listening harder and being prepared to change direction when the evidence points somewhere unexpected. Trust builds quickly because people realise I'm genuinely interested in understanding their perspective before asking them to embrace mine
The Questions I Ask
That means asking different questions.
Not "How do we generate more leads?"
But "Why has customer demand changed?"
Not "How do we improve marketing?"
But "What's preventing the organisation from converting investment into sustainable growth?"
When the evidence is clear, better commercial decisions usually follow.
What This Has Looked Like
That discipline has looked like resetting a stalled SaaS go-to-market strategy and turning it into 40% of a company's total revenue; building a nine-figure enterprise pipeline inside six months when the business needed commercial momentum, not more activity; improving Performance Marketing effectiveness by 34% through behavioral targeting, optimisation and automation; reducing customer acquisition costs by around 20% through sharper segmentation and channel optimisation; and introducing AI into commercial operations to release 23% more productive time back into the work that creates customer and commercial value.
Those are outcomes, not the objective. The objective is creating the conditions where sustainable, profitable growth becomes possible again.
I work directly with founders, CEOs and boards through permanent, interim and fractional leadership appointments, taking on a limited number of engagements so each receives the focus, pace and attention it deserves.
If this sounds like a conversation worth having, I'd welcome it. Every conversation is confidential. Connect with me on LinkedIn to follow my thinking