I’m a commercial and go‑to‑market leader who has spent most of my career where things are complex: enterprise deals, regulated markets, multi‑partner ecosystems and cross‑border teams. Over time, I realised I enjoyed being closest to the moments where a business is trying to turn intent into action, shaping a deal, aligning stakeholders, or building the operating rhythm that keeps growth on track.

That’s what led me into fractional work. I now partner with founders and leadership teams who want senior commercial thinking without another full‑time executive. My focus is on bringing clarity to messy situations: tightening value propositions, improving how opportunities are qualified and pursued, and making sure pricing, risk and delivery are thought through before a contract is signed.

I draw on experience from roles at organisations like Rockwell Automation, Vodafone (Cloud & Security), Cisco, BT and Xerox, where I led pursuits, bids and commercial strategy for large, complex engagements. That corporate grounding means I’m comfortable with governance, boards and big‑ticket negotiations, but my style is pragmatic and collaborative, not heavy or bureaucratic.

These days I work across startups, scaleups and established businesses in B2B and partner‑led environments. Sometimes that means stepping into a defined fractional leadership role; sometimes it’s a short, focused engagement to untangle a specific commercial or go‑to‑market challenge. In all cases, I aim to create structures and habits that teams can sustain themselves, long after I’ve stepped away.