You know where the business needs to be.
Getting the organisation there is the harder part.


The work
Businesses rarely struggle because nobody knows what good looks like. More often than not, the destination is clear, but something within the organisation is stopping it from getting there.
That might be the commercial model, the structure, the leadership team, the way decisions are being made, or simply that the company has outgrown what worked at an earlier stage. It is usually visible from the outside long before it is nameable from the inside.
The operating problem and the leadership problem are often closely connected, and I work on both: sometimes the work is about the organisation, sometimes it is about the person carrying the organisation.
My role is to work out where the constraint sits, take responsibility for it, and stay until the business is running differently.




















