Selected Experience

Situation

Oksidia, a Finnish technology company and provider of Eepos, a cloud-based management platform for music and arts education, needed to establish and grow a UK business in a public-sector education market with an established incumbent.

What I did

• —Co-founded and established Oksidia's UK subsidiary, continuing as a Director of the UK company and a shareholder in the Finnish parent
• —Developed and executed the UK market-entry and go-to-market strategy
• —Led UK product strategy and localisation, translating public-sector customer requirements into product priorities
• —Built the UK onboarding, implementation and customer-success model
• —Secured UK Government approved-supplier status through Crown Commercial Service frameworks

Outcome

Built the UK business from market entry to 30+ customers, with strong customer retention and a growing base of referenceable public-sector customers. Commercial figures beyond customer count are not published here — available on request under appropriate confidentiality.

Situation

FocusGov needed to move from a project-led delivery model toward a scalable, product-led business, with the governance and go-to-market strategy to support that shift.

What I did

• —Served as Board Advisor over approximately four and a half years
• —Established strategic planning and governance to support the transition
• —Developed a revised go-to-market strategy
• —Supported expansion into Scotland and Wales
• —Supported routes to market through Crown Commercial Service frameworks

Outcome

A 3x increase in market penetration during the product-led transformation, with average year-on-year revenue growth of more than 50% during the engagement.

Situation

iESE needed an investment strategy and commercial case for a new SaaS case-management platform serving the UK social-care sector, starting from an unvalidated concept.

What I did

• —Engaged as Independent Management Consultant over a 22-month engagement, working with the executive leadership team
• —Led market research and customer discovery to define user needs, competitor positioning and target segments
• —Developed the commercial strategy, product roadmap, pricing model and financial business case
• —Assembled and led a blended UK/offshore development team
• —Led agile product delivery with early-adopter organisations and developed the follow-on investment case

Outcome

£250,000 secured to deliver the MVP, with a working blended development capability in place and a follow-on investment case developed to support progression toward a commercially viable SaaS product.

Situation

Investment Mastery needed to scale its sales function, improve commercial performance and build the foundations for sustainable growth.

What I did

• —Engaged as Interim Sales Director, working with the CEO and senior leadership team
• —Recruited and onboarded eight new sales professionals, redesigning the team structure and operating model
• —Introduced structured performance management, client segmentation and data-driven sales scorecards
• —Redesigned sales processes, forecasting and pipeline management, including a Sales Analytics Dashboard
• —Reduced new-starter ramp-up time through a structured onboarding and capability-development programme

Outcome

A scalable sales operating model with stronger forecasting and commercial discipline, delivered over a five-month interim engagement.

Situation

Following Montagu Private Equity's £225m acquisition of Servelec Group, the Executive Committee needed a multi-year value-creation and growth plan covering product, commercial, M&A and organisational priorities.

What I did

• —Engaged directly by Montagu Private Equity as Management Consultant, over an 11-month engagement
• —Developed a joined-up product strategy across healthcare, social care, education and youth-services businesses
• —Developed M&A strategy to extend the group's market reach and support future growth
• —Worked on changes to the sales and commercial model to increase penetration within existing markets
• —Worked with the Executive Committee on organisational redesign and operating model

Outcome

A multi-year value-creation and growth plan spanning product, commercial, M&A and organisational priorities, developed directly with the Executive Committee. Outcomes here are qualitative rather than expressed as a single metric.

Situation

Welfare Call, a public-sector technology and services company serving 105 local-government customers, needed business-wide transformation across its organisation, systems and market position.

What I did

• —Served as CEO, leading business-wide transformation
• —Led organisational restructuring and systems modernisation
• —Set growth strategy and product development priorities
• —Led company rebranding as part of the wider transformation
• —Initiated international market development in Australia and Northern Ireland

Outcome

A modernised, restructured business under new positioning, serving its existing base of 105 local-government customers with a 110-person team, over a 10-month CEO tenure.

Situation

Capita's local-government technology business needed senior product, commercial and operating-model leadership across a series of roles over an extended period, including major transformation programmes and acquisitions.

What I did

• —Held Chief Product Officer, Sales Director, Product Management Director and Services Director roles
• —Led product strategy for local-government technology with multi-million-pound recurring revenues
• —Led sales operating-model redesign and consultative-selling approach
• —Led business and process transformation, including acquisitions and international/offshore development

Outcome

Sustained senior leadership across product, sales and services functions through major local-government technology transformation programmes. Outcomes here are qualitative — captured as career experience rather than a single project metric.

Situation

Solution Focused Education needed its proposition, commercial model and delivery capability built from a standing start, spanning consultancy, workforce development and public-sector transformation delivery.

What I did

• —Co-founded the business, developing the commercial strategy, proposition and delivery model
• —Designed and delivered large-scale training programmes across the schools market
• —Worked with local-government commissioners and service providers on a multi-year transformation programme spanning service design, operating models, mobilisation, provider development, training, governance and implementation
• —Built scalable delivery capability through structured programmes and digital learning

Outcome

A profitable, established consultancy with a client base spanning local government, schools and the not-for-profit sector, and a completed multi-year local-government transformation programme. Revenue figures are not published here.