Senior counsel from decision to execution.

01 · Flagship

Board & CEO Advisory

Ongoing independent counsel for chairmen, owners, boards and chief executives.

The strongest advisory relationships create space for clear thinking before a decision becomes a process. I work with principals and leadership teams on strategic priorities, portfolio choices, investment decisions, performance and major initiatives.

Mandates are shaped around the decision cadence of the organisation. They may include regular counsel to the chairman or CEO, preparation for board decisions and direct work with executives to move agreed priorities forward. Longer-term relationships are preferred where continuity and context materially improve the quality of advice.

• Chairman and CEO counsel
• Corporate and portfolio strategy
• Investment and capital decisions
• Strategic priority setting
• Executive alignment
• Performance and business-model review
• Transformation oversight
• Special situations

02

Strategy & Transformation

From strategic direction to coordinated execution.

Defining the strategy is only the beginning. I work with CEOs and senior leadership teams to translate direction into a small number of enterprise priorities, resolve competing objectives and establish the decisions, ownership and governance required for delivery.

Engagements can range from a focused strategic review to a multi-month transformation partnership. The common objective is to keep boardroom intent connected to operating reality.

• Corporate and growth strategy
• Strategic reviews
• Operating-model redesign
• Commercial optimisation
• C-suite alignment
• Transformation blueprints
• Implementation governance
• AI-enabled transformation

03

Transactions & Strategic Capital

Senior strategic and commercial support before, during and after a transaction.

Acquisitions, disposals, investments and partnerships should begin with the strategic question rather than the process. I help boards and owners define the objective, assess options and maintain a clear decision framework as the transaction develops.

Support can extend from transaction preparation and commercial assessment through diligence, negotiation, process coordination and post-transaction planning. The role is advisory rather than brokerage-led, with a preference for meaningful mandates over speculative commission-only work.

• Strategic options
• Acquisition and disposal strategy
• Commercial due diligence
• Investment-case development
• Joint ventures and partnerships
• Negotiation support
• Transaction coordination
• Post-transaction planning

04

Growth & New Ventures

New sources of growth for established organisations.

Growth often requires a different operating model from the core business. I help established organisations assess markets, shape propositions, build partnerships and create the commercial and organisational path from idea to operation.

The work is grounded in company-building experience and is particularly relevant where new technology, capital, assets and customer operations must come together.

• Market entry
• New venture strategy
• Business-model innovation
• New revenue streams
• Strategic partnerships
• Commercialisation
• Venture validation
• Technology-enabled opportunities