01
Define the business objectives
I work with the leadership team to agree the expected outcomes, scope, budget and decision-making responsibilities. We establish the milestones against which progress will be reviewed.
From Growth Ambition
to Revenue & Profit
Business growth is a leadership responsibility. As technology, markets and geopolitics change, established companies need to strengthen their competitive position and develop new sources of revenue.
Taking the business to its next stage requires both a clear strategy and the management capacity to execute it. That work must progress alongside the demands of running the business today.
I work as part of your existing leadership team, bringing senior executive experience and additional capacity to deliver. I take direct responsibility for agreed growth objectives, without adding unnecessary management layers.
When is it time to have a call?
01 · You have reached a growth ceiling.
The core business is healthy, but organic growth is slowing, new markets are proving difficult to enter, or the current commercial model cannot deliver the next revenue target.
02 · You know where you want to go, but not how to get there.
The next step may involve international expansion, new sales channels, partnerships, a new business line or a different operating model. You need the experience and execution capacity to turn that direction into action.
03 · You have a strong team, but the next stage calls for more.
You need additional expertise, executive capacity or specialist capabilities to move forward while your own team builds the skills and experience to sustain the next stage of growth.
Embedded Growth LeadershipExecutive leadership.
Executive leadership.
From strategy to implementation.
I work within your business to lead a defined growth or change programme. My role connects strategic direction, commercial development and operations, so the decisions made by the leadership team translate into action across the business.
We agree the objectives, scope, decision-making authority and resources at the outset. I then lead the work with your managers and external partners, reviewing progress against business milestones and addressing the issues that affect delivery.
As the programme develops, I help establish the people, processes and responsibilities needed for your team to sustain the results.
- Defined objectives, responsibilities and decision-making authority
- Hands-on leadership alongside your management team
- Business milestones and regular reporting
- Internal capability and a planned transfer of responsibility
How I workClear objectives.
Clear objectives.
Accountability for execution.
02
Assess the opportunity and requirements
I assess the market opportunity and the company’s commercial and operational readiness. Where needed, I validate assumptions with customers, partners and other relevant market participants.
03
Lead execution
I translate the agreed direction into a work plan and lead implementation across the relevant teams and partners, managing priorities, resources and decisions against the agreed milestones.
04
Establish ongoing ownership
I put the necessary processes, skills and management responsibilities in place, then transfer leadership to the internal team through an agreed handover.
About me30+ years of international
30+ years of international
business leadership.
I have built, scaled and led businesses across the Americas, Europe, Africa, Asia and the Middle East. My experience covers business development, commercial strategy and operations in technology, services, education, AI and other industries.
I have worked with founders, CEOs and boards through market expansion, organisational change and the development of new activities. This experience allows me to connect the strategic decisions with the commercial and operational work required to deliver them.
30+years of executive experience
Building, growing and leading businesses through change
Building, growing and leading businesses through change
15+international markets
Market entry and operating experience across regions
Market entry and operating experience across regions
6 monthsto site ROI
Establishing a new delivery operation in Argentina
Establishing a new delivery operation in Argentina
3 months · 15 leadsMarket validation
Commercial development for an established pharma company
Commercial development for an established pharma company
Selected experience
Selected business achievements
Selected examples of market expansion, new business development and operational growth, led alongside company management.
01 / Pharma · New markets
Developing a new revenue opportunity within an established business
3 months · 15 leads
- The challenge
- An established pharmaceutical company wanted to use its existing expertise and assets to develop an additional source of growth in new markets.
- My role
- Reviewed the business direction, tested key commercial assumptions with relevant industry stakeholders internationally, and developed a commercial approach and sales tools.
- The result
- Within three months, generated 15 leads to support business planning for 2027–2028.
02 / Argentina · International expansion
Establishing a commercially viable operation in a new market
6 months to site ROI
- The challenge
- A global services business needed a local delivery operation that would integrate into the wider business and justify the investment.
- My role
- Established the Argentina operation and connected it to the international delivery network.
- The result
- The site achieved a return on investment within six months.
03 / US · Workforce development
Adapting an existing capability for a new market
A curriculum for the US market
- The challenge
- An education business wanted to apply its existing training capabilities to workforce needs in the US semiconductor industry.
- My role
- Developed a workforce reskilling plan, shaped the offering and defined the route to market.
- The result
- A curriculum was developed to meet US market standards.
04 / Global services · Operational growth
Building the management and delivery capacity to scale
10 sites · ~6,000 employees
- The challenge
- A growing services business needed the leadership structure and delivery capacity to support international expansion.
- My role
- Built the organisation, management team and delivery capabilities across markets.
- The result
- The operation grew to ten sites and approximately 6,000 employees, reaching approximately $200M in annual recurring revenue.
Working with business owners,
CEOs and investors.
Owners and CEOs
Senior executive leadership for growth and business change.
I work with established businesses that need to expand into new markets, develop new activities or strengthen their commercial performance. I join the management team to lead the agreed work while maintaining focus on the existing business.
Private equity firms and family offices
Execution of growth and value-creation plans within portfolio companies.
I work alongside company management to implement agreed priorities, align commercial and operational decisions, and provide clear reporting on progress to investors and boards.
Articles
Perspectives on leading businesses and building lasting value
FAMILY OFFICE LEADERSHIP
Informed, Not Involved - Why the Next Generation Is Not Yet Part of the Decision
Explore the series on LinkedIn ↗Informed, Not Involved - Family Office Leadership
By Naama Saar and Sven Neumann, exploring the people and decisions behind family office leadership.
The Elephant in the Room: Why the Next Generation Isn’t Really at the Table
Why education and access do not always give the next generation a meaningful voice in family decisions.
Why Successful Founders Find It So Hard to Let Go
Why handing over responsibility can be difficult when the business has become part of the founder’s identity.
Stop Planning Succession. Start Building the Next Version.
A different way to think about succession: building the next version of the business while protecting what matters.
There Should Be More Than One Way to Belong
How family members can contribute through leadership, governance, investment or entrepreneurship — without all following the same path.
What the Company Provided Free of Charge for Decades
After a sale, the family loses more than the business: it also loses the routines, shared information and outside scrutiny that supported its decisions. What should replace them?
Let’s talkLet’s discuss your business
Let’s discuss your business
and its next stage of growth.
Contact me to discuss your objectives, the challenges involved and the executive leadership needed to move the business forward.