I work with private equity funds, their portfolio companies and boards to create value and drive performance across the investment lifecycle — from pre-deal diligence through transformation to exit.

I bring a combination of operational experience and board-level perspective, supporting investment decisions, alignment and execution in complex, high-pressure environments.

Board-Level Perspective

Experience across the private equity lifecycle, combined with Non-Executive and Audit Committee roles. I bring independent judgement, challenge and support at board level.

Operator Insight in Investment Decisions

I work with private equity funds at the pre-deal stage, contributing to diligence and investment decisions by bringing an operator’s perspective. This includes working alongside advisors, as well as supporting funds before formal diligence processes are in place.

My focus is not only on how an investment case could be delivered, but on the underlying financial dynamics — including sector characteristics, margin resilience, and where value may be at risk. I bring a practical understanding of how these factors translate into the realities of running and growing a business.

Understanding Both Sides of the Table

Having worked extensively with private equity funds, including multiple roles with one fund, I understand both how investors think and how businesses operate — and help bridge the gap between the two.

Focus on Value Creation and Protection
A strong focus on value creation, whilst also ensuring that value is protected through effective governance, risk management and financial discipline.

Clarity in Complex Situations
I help boards and leadership teams navigate complexity — bringing clarity, prioritisation and momentum in demanding environments.

I have worked with private equity funds and their portfolio companies across the investment lifecycle — from pre-deal diligence through transformation to exit — in complex and demanding environments.

My experience combines operational delivery with board-level oversight, including roles as Non-Executive Director and Audit Committee Chair.

I have been closely involved in:

• Pre-deal diligence and investment assessment
• Entry, transformation and exit across private equity-backed businesses
• Exit preparation and delivery
• Carve-outs and complex organisational change
• Working capital and liquidity management
• M&A activity and integration
• Building and leading finance teams
• Strengthening governance, risk management and value protection

I have worked across multiple sectors, including healthcare and industrial businesses.

I am particularly interested in how value is created and sustained in demanding environments — not just delivered in the short term.

• Growth without control increases risk and can undermine value creation
• Risk is part of performance, not separate from it
• Most plans fail in execution, not strategy
• Outcomes are driven by people — their clarity, alignment and accountability
• Without clear priorities, pace creates noise rather than progress