I work inside founder-led service businesses with £2m–£6m turnover and take ownership of the operational structure required for the next stage of growth.
Embedded operational ownership means I do not advise from the outside. I take responsibility for how the business runs.
25+ years building operational systems at scale. Former GM of an £85m business inside Investec. 70+ staff, 1,000+ client transactions monthly. Now applying that discipline to founder-led businesses that need structure without corporate complexity.
Brand names reflect experience in corporate roles. No endorsement implied.
Revenue is consistent. Clients trust you. The team has grown.
But the way the business runs still depends on you.
You are no longer the founder doing everything. But the business still runs as if you are.
I work inside your business weekly and take ownership of building the operational model it now requires.
First, I understand how the business actually functions. Where decisions stall. Where accountability disappears. Where you have become the single point of failure without intending to.
Then I redesign the operating structure.
This is embedded operational ownership. Not advisory support.
The leadership team operates with clarity and authority.
Roles are clearly owned.
Reporting is trusted and used.
Escalation reduces.
Growth no longer creates fragility.
The business becomes less dependent on your constant intervention.
Founder-led service businesses with £2m–£6m turnover. Typically 8 to 20 people.
Revenue is proven. Ambition is clear. Structure has not kept pace.
You likely already have:
What you do not yet have is an operational model that scales without you.
You are ready to let someone else hold that structure.
If you want a one-off workshop, an audit, or light-touch advice, this is not the right fit.
If you need task management, tool implementation, or administrative support, that is a different role.
This requires a founder willing to be challenged, give up control in the right places, and commit to sustained structural change.
It is retained, serious work.
25+ years in operational leadership.
Former GM of an £85m equipment leasing business at Investec, managing 70+ staff and 1,000+ transactions per month.
Senior operational roles across HP, Tech Data, Currys and Tesco Bank.
I have built operational structures inside large organisations and now apply the same discipline to founder-led businesses that have outgrown informal ways of working.
This is pattern recognition developed over decades of doing the work.
One to two leadership meetings per month. Board visibility where appropriate.
The initial conversation is exploratory. I assess whether the business complexity warrants this work and whether you are ready to hand over operational ownership.
If it is not the right time or fit, I will say so.
Some already have structure in place but struggle with consistent execution.
CLEAR Accountability is the structured execution system I use within embedded engagements when appropriate. It is also available as a standalone option for founders who need disciplined weekly accountability without full operational restructuring.
It is not coaching. It is not a catch-up call.
It is a system that ensures the work that actually moves the business forward gets done, every week, without drift.
A 20-minute conversation to assess fit and structural need. If it is not the right time, I will tell you.
Request a conversation