Financial grip
Cash flow forecasting, margin analysis, debtor control and honest management figures. The numbers conversation most SME boards avoid.

Commercially focused director with board-level experience across a group of UK engineering businesses with combined turnover of c.£4m. Managing Director of two companies, statutory director of a holding company, and finance and commercial lead for a £3.5m consultancy.
A track record of turning round underperforming operations, imposing financial control, and systemising delivery so businesses run on process rather than personalities. I bring owner-managed businesses the cash flow discipline, margin control and governance grip they typically lack.
Cash flow forecasting, margin analysis, debtor control and honest management figures. The numbers conversation most SME boards avoid.
Converting founder-dependent operations into documented, repeatable processes that scale and survive succession.
Quick diagnosis of underperformance, decisive corrective action, and structure to stop it recurring.
Construction, engineering and professional services economics: fee pricing, scope control, utilisation and delivery risk.
2021 to present
Personal holding company. Portfolio strategy, capital allocation and group structure across engineering interests.
2014 to present
Founded and systemised an online structural design business: automated quoting, payment on instruction and secure digital delivery.
2026 to present
Specialist cladding and facade engineering consultancy with a substantial housing sector workload.
2013 to present
Finance and commercial leadership for a £3.5m civil and structural consultancy. Oversaw growth from 2 offices and 10 staff to 13 offices and 50+ staff across the UK and Europe.