A special project. A senior director to solve it.
Day-rate work, for the moments where a senior, independent hand changes the outcome.
The situations I’m called in for.
Nine of the moments where it makes a difference.
Structuring and negotiating a joint venture
You’re going into business with someone — a brand-new venture, or carving an arm off an existing business to run with a partner. I structure the deal, negotiate the terms, and forecast how the partnership will actually perform before you sign.
Corporate-grade financial insight, without the overhead
You want proper forecasting and a simple way to watch performance — split by location, by service or product line, and by individual staff — so you can see what’s working, what isn’t, and the specific moves that lift profit and the value of the business.
Senior deal bandwidth for funds and family offices
You’re a fund or family office working an acquisition pipeline and you’re short on senior bandwidth. I plug in for a defined stretch to help get the deals done — alongside your existing team, not over the top of it — then step back out when the pipeline’s clear.
Getting ready to raise capital
You need a model and a story that survive an investor’s scrutiny, and a structure that brings the money in without giving away the business.
Preparing a business to sell
You’re a couple of years from exit and want to know what the business is worth today, what it could be worth, and the handful of moves that close the gap before you go to market.
An independent read on a deal or big decision
You’re a board or owner facing a transaction or a major capital call, and you want analysis with no internal politics and no one’s commission riding on the answer.
Underwriting an acquisition before the money goes out
You’re buying something and need the diligence done properly — is the cash flow durable, where’s the real risk, what’s the downside — before you commit capital.
Restructures, turnarounds and complex one-offs
Something doesn’t fit a template — a restructure, a distressed patch, a shareholder split, a messy carve-out — and you want a calm, senior hand to work the problem.
Automation, systems and the technology around them
The finance work keeps surfacing the same thing: the number is late because the process is manual. So I build the layer underneath it — automating the repetitive steps, designing the systems so a figure is entered once and flows everywhere, putting AI where it genuinely saves hours rather than where it sounds impressive, and rebuilding the website when that is what is holding the business back.
Built, set up and handed over on a fixed fee. You run it afterwards — there is no monthly tail.
If it involves a number, a deal, or a decision that matters, it’s worth asking.
Where the science meets the art.
A good website has to do three things at once, and most manage one. Design-led studios make it look right and guess at the business. Finance people understand the business and have no eye for it. The work sits in the gap between the two.
It looks right.
Design that earns trust in the first three seconds, before anyone has read a word. Working alongside designers and creatives where the job needs them.
It speaks the language of business.
Words that say what you actually do, in the language your buyers use when they describe their problem. Not agency language, and not your internal jargon.
It converts.
Built around the one thing the site has to make someone do — call, enquire, book — and judged on whether they do it.
Built, set up and handed over on a fixed fee. You own it and you run it — there is no monthly retainer.
You approve the total before day one.
There is no rate card on this page, because these jobs are not the same size. What you get instead is a written scope and a written total, before any work starts.
Scope and price are agreed in writing before anything starts, so the number you approve is the number you pay.
The shape of the problem and how many days it honestly takes. We work that out together before you commit to anything.
Only a change of scope, and only with your say-so. The number you approve is the number you pay.
The model, the paper, and me in the room. Calls and email in between at a reasonable level.
A commission. There is no product behind the advice, so walking you away from a bad deal costs me nothing.
The questions I actually get asked.
How many days does a project usually take?
Do I pay if you tell me not to do the deal?
Can you work alongside my accountant?
What do you need from me to start?
What are you trying to solve?
No obligation, and no pitch attached to the answer.
No pitch, no obligation · about thirty minutes · phone, video or coffee