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With 30 years experience in finance, I’ve operated at senior leadership and Board level across multiple businesses. My career thus far includes CFO roles in regulated investment firms, global advisory businesses and private‑equity‑backed companies.  ​​I’ve led UK and cross-border finance teams, delivered M&A projects and integrations, worked alongside professional advisers and auditors, implemented finance systems change, built high-performing finance teams, strengthened financial control environments, overseen complex regulatory change and improved profitability and growth in organisations ranging from mid‑sized firms to global groups.

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My skills and experience can provide founders and leadership teams with the support, clarity and financial discipline they need to grow.

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I operate now as a Fractional CFO, helping SMEs with, for example, Board and investor support; Cashflow and working capital management; Corporate development; Margin and profitability analysis; Financial planning and analysis; and Finance Function design.

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​Engagement terms are flexible.  I can work with your business on a regular basis or on a project basis, with timing, duration and intensity varying according to your needs.  

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I am based in North Surrey, and principally cover SMEs in London and the South East.

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Who I Work With
 

• Founder‑led SMEs — typically £2m–£50m turnover, growing fast and needing stronger financial discipline.

• Businesses in transition — funding rounds, refinancing, restructuring, sales, acquisitions, and where complexity increases ahead of hiring a full‑time CFO.

• PE‑backed companies — requiring disciplined reporting, cashflow management and investor engagement.

• Finance teams in development — recruiting, coaching and supporting.

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My Ethos
 

• Trusted adviser — calm, commercially grounded and focused on buiding long‑term partnerships.

• Part of your leadership team — embedded, hands‑on and available, not a distant consultant.

• Challenging the status quo — challenge assumptions, and prompt different ways of thinking about a business' key problems.

• Low ego — collaborative, outcome‑focused and supportive of founders and teams.

• Pragmatic delivery — clear priorities, practical solutions and momentum over theory.

• High integrity — transparent, dependable and committed to doing things properly.