I work with founder-led companies to remove what's constraining their growth. That usually means the operating model, the org structure, or how work moves through the business. We agree the changes together, I help implement them, and I coach your leadership team so the company keeps scaling after I've left.
You've hired good people, but the leadership team can't move without you in the room. Hiring more hasn't helped, because the bottleneck is in how decisions get made. The fix is structural, and it's the work I do most often.
How I'd approach it →Processes are held together by the people who invented them. Nothing is written down, quality depends on who's on shift, and each new hire takes longer than the last to become productive. Left alone, this is what caps growth.
How I'd approach it →I spend time inside the business, talking to your leadership team and the layer below it, and walking through how work actually moves through the company. You get a written view of what's holding growth back, and what I'd do about it.
It's deliberately small. We both find out whether a longer engagement is worth doing before either of us commits, and sometimes the answer is that you don't need me.
Book an intro callRoles, decision rights, structure and meeting cadence sized for where the company is heading. I design it with the leadership team who'll be running it. The outcome is a business where decisions get made a level down from you.
Turning manual, person-dependent processes into repeatable systems: standardisation, automation, and enough reporting to tell whether they're working. This covers how product gets built and shipped.
Modernising the tech stack and putting AI to work in day-to-day operations, including an honest read on where it won't help. I currently run an engineering organisation, so this comes from doing the work.
The leaders who take on a new way of working need to think differently for it to hold. I coach them through that while the changes are being made, so the company keeps scaling once I've left.
Sometimes the work needs someone inside the business. I take a seat on the leadership team and run it directly, with an end date and a named successor agreed at the start.
I start inside the business, talking to your leadership team and the layer below it, to establish where growth is actually constrained.
We agree what needs to change, and I stay through implementation.
The leaders taking this on need to think differently for it to hold. That coaching happens while I'm still in place.
I've spent ten years turning manual operations into systems that scale. Five of those were at Accenture as a management consultant, running digital transformation programmes for airlines and coordinating delivery across eight teams. The other five have been as an operating executive: Chief Product Officer at SmartBite in Kuala Lumpur, Chief Operating Officer at Easygenerator, a 250-person B2B SaaS company in Dubai, and currently VP of Engineering (AI) at Sana Commerce in London.
The aim in every engagement is the same: a company that keeps scaling after I've left.
Tell me where your company is and what's slowing it down. If you can't describe it precisely yet, that's usually a sign there's something worth looking at. I read every message myself and reply within two business days.