Services
Integration, Performance & Growth
Execution is where the work actually happens
I work with investors and CEOs when a business has a clear value-creation opportunity but lacks the operating bandwidth to deliver it.
That typically means one of three situations: an integration needs to be delivered, whether after an acquisition or across multiple businesses; growth has increased complexity, requiring simpler, harmonized and more digital processes to scale while staying agile; or profit and cash are lagging despite strong revenue growth.
I can advise, lead or operate, depending on what the situation requires. You work directly with a senior operator who has led these situations from the operating seat and stays accountable through delivery.
Business integration
The transaction has closed and the organization, systems, processes, and reporting need to be integrated, or the integration is already falling behind.
Turning the deal objective into a plan with owners, KPIs, and deadlines. Governance first, so decisions get made. Then harmonize processes and remove complexity. Systems follow the operating model, not the other way around.
Business continuity, accelerated value creation, and a unified backbone that supports growth.
Scale without losing control
Revenue and complexity are outpacing processes, or you are pressed to deploy AI without knowing what should change first, the process or the tool.
Simplifying the operating model and rebuilding processes with the people who run them, before adding any AI or automation layer. I use Lean Six Sigma to create a shared understanding of the pain points and build alignment before any tool is deployed.
Faster decisions, stronger controls, and an operating platform that can support continued growth.
Margin and cash
EBITDA, cash conversion, or productivity is lagging despite growth, but financial reporting alone is not revealing the operational causes behind the numbers.
Identifying where margin and cash are leaking, often across pricing, productivity, procurement, inventory, billing, cash collection, and the cost base. Then fixing the root causes, with clear accountability for each number.
Improved cash conversion, better margin visibility, and sustained operating discipline.
Most mandates eventually touch ERP, data, or AI. Technology does not fix a weak operating model, it amplifies it. I use Lean Six Sigma to fix the operating model first, then digitize it or automate it with AI.
How I engage
Advise. Lead. Operate.
I work with shareholders, CEOs and management teams at three levels of involvement, from executive advice to direct operating responsibility. I lead every engagement personally, with a clear scope, agreed accountability and a focus on measurable business results. A focused diagnostic can establish the facts and define a practical roadmap before broader execution.
Executive advisory and decision support
I support shareholders, CEOs and leadership teams in assessing performance, setting priorities and making critical decisions. I bring an independent perspective and help structure practical value creation plans, while management retains responsibility for execution.
Fractional transformation leadership
I step inside the organization to lead a transformation program or critical workstream. I align teams, establish governance, resolve execution barriers and take responsibility for delivering agreed outcomes, without the need for a full-time executive commitment.
Full-time operating leadership
For selected situations, I take direct executive responsibility as part of the management team, leading people, making decisions within agreed authority and driving delivery. Mandates may include Chief Transformation Officer, COO, or CFO responsibilities, depending on the business need.
The numbers behind all of this
Ten mandates where the result was measured, not described. Integrations recovered, cash released, ERPs consolidated, margins improved, inventory reduced, and operating models rebuilt to scale.