Background
The short version
I've spent the better part of a decade in B2B sales leadership roles, most recently as a Chief Sales Officer at a SaaS business where I helped take the company from founder-led chaos to a scalable revenue operation.
Before that, I held VP-level commercial roles across a handful of B2B businesses in different sectors. The through-line in all of them was the same: the founder was brilliant at the work, but had accidentally made themselves indispensable to every deal.
I went fractional because I was tired of solving the same problem inside one company at a time. The work is more interesting (and more useful) when I can bring patterns across multiple businesses rather than reinventing the wheel inside each one.
I'm based in the UK. I work with B2B businesses across Europe. I only take on engagements where I genuinely think I can make a measurable difference.
Across every engagement, the same things are always present in some form: CRM architecture, pipeline design, revenue reporting and forecasting, tech stack decisions, and how marketing, sales, and CS actually hand off to each other. What people call Revenue Operations. I've been doing it long enough that I don't think of it as a separate discipline. It's just what building a revenue function that actually works looks like.
How I work
Always embedded. Never advisory-only if there's a real build to do. I'm in the work, not commenting on it from a distance.
Who I don't work with
Founders who want validation, not change. Businesses that need a body to do outbound. Anyone who thinks the problem is just headcount.
Revenue Operations
CRM architecture, pipeline design, revenue reporting, tech stack, team structure and handoffs. Not a separate workstream: it's the infrastructure that makes everything else hold up.
What I actually believe
Opinions are part of the job.
Revenue systems beat sales talent
A mediocre rep with a good process will outperform a great rep without one. If your revenue depends on finding extraordinary people and keeping them, you've built a fragile business.
Most CRMs are lying to you
Garbage in, garbage out. A pipeline that's 60% wishful thinking isn't a pipeline. It's a to-do list. If you can't forecast within 20%, your process is broken before your people are.
Hustle is a symptom, not a strategy
When a business depends on pure effort (more calls, longer hours, harder push), it usually means the underlying process doesn't work well enough to scale. That's fixable. But only if you admit it.
The founder is usually not the problem
Founders are often incredible at selling their vision. The problem is that the business was never designed to sell without them. That's a structural problem, not a personal one.
Fractional doesn't mean part-time
When I'm working with a business, I'm in it. Not quarter-time-dialling-in-for-a-Thursday-call. Embedded leadership means embedded, which is why I only run a small number of engagements at once.
Strategy without implementation is expensive therapy
A good deck full of recommendations that nobody executes is worth exactly nothing. Everything I build is designed to be used, maintained, and handed over, not filed and forgotten.
Work together
Sound like the right fit?
Everything starts with Discovery Week. It's structured, time-limited, and ends with a clear plan, whether or not we work together after.