Senior Commercial Leader (CCO, Commercial Director, VP) and Non-Executive Director. Twenty years' experience across SaaS, telecoms, EV infrastructure, digital media and consumer — with a deliberate focus on businesses scaling toward investment, integration or exit.
I've led commercial functions ranging from sub-£5m founder-led businesses to a £1.3bn NASDAQ-listed parent. The roles have been varied — Chief Commercial Officer, Commercial Director, Global Vice President of Customer Success, Chief Executive — but the underlying pattern is consistent: I'm brought in when revenue, retention or commercial credibility need to step up, usually in view of an investor, an acquirer, or a board.
That has meant operating inside private-equity portfolios, venture-backed SaaS scale-ups, listed corporate groups and founder-owned businesses — frequently working alongside CFOs, deal teams and investors. I've supported institutional fundraises totalling more than £160m (debt and equity), led the sale of a SaaS business, contributed to a $49m US acquisition, and managed the deployment of £80m of growth capital.
The common thread is operating in motion: building or rebuilding sales, customer success, account management and retention engines while the business is still flying.
Diagnose before you prescribe. Two weeks inside the business reveals things ten weeks of decks won't. Most engagements start with a structured diagnostic across pipeline, conversion, retention, leadership bench, customer concentration and commercial governance.
Lead from the front, then leave it stronger. Interim isn't advisory. I take accountability — for revenue, for hiring, for difficult decisions — and the measure of a good engagement is what continues to perform after I've gone.
Speak the investor's language. Boards, NEDs and investors don't reward activity; they reward measurable, defensible commercial signals. Pipeline coverage, retention cohorts, gross margin trajectory, customer concentration risk. That's the register every engagement runs in.
B2B and B2C revenue ownership across global teams of up to 150 FTE. Sales, customer success, account management, support, implementation, commercial operations.
Direct experience supporting equity rounds (seed, Series A, growth) and debt facilities with tier-1 institutions. Building the commercial story that survives diligence.
Led the integration of an acquired SaaS business into a NASDAQ-listed parent. Contributed to acquisition diligence and execution. Led the sale of a SaaS business to a US listed acquirer.
Designing and embedding customer success operating models that move retention from a cost line to an investor-grade metric — with measurable churn reduction and net revenue retention growth.
Structuring sales motions, partnership models and ICPs for scale-up readiness — especially for businesses graduating from founder-led selling to a repeatable commercial engine.
EBITDA expansion through commercial restructuring, automation and operating-model redesign — without losing growth momentum. EBITDA delivered from 10% to 45% in a single mandate.
Selected. Engagements are referenced anonymously by sector, stage and investor type. Specific companies, references and a full CV are available on request.