I work with owners of engineering and manufacturing businesses who’ve built something good and are still carrying too much of it.
I’ve sat where you sit
As the engineer
Apprentice electrical engineer, then over ten years designing, programming and commissioning machinery control systems on factory floors in the UK and overseas. I know what scope creep, a late delivery or a job that won’t sign off actually costs.
As the MD
I’ve won work against bigger, better-funded competitors and fired customers. I identified and filled product and service gaps. Finding the right customers, having the right products and ensuring margin on them, and building a team to deliver is where most of my time went.
As the owner
In 2021, I co-founded an engineering group and bought four specialist businesses serving nuclear, defence and energy customers. That required working with lawyers and lenders. I’ve carried the risk and made the good, bad and ugly calls on people and customers. I sold my shareholding in September 2026.
BEng (Hons) Electrical Engineering · PGCert Project Management · IEng MIET · TÜV Functional Safety Engineer · Profit Coach training
Your destination, route and paving
Destination
Where do you want your business to be in two or three years? A new market, a sale, a profit figure, running without you or simply enjoying it again. We pin it down first.
Route
The plan from here to there, in the order that matters: what to fix first, and what can wait.
Paving
The work, block by block. What’s moved, what’s stuck, what’s next.
Ways we can work together
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One-to-one with the owner. Sometimes that’s one session on one problem: a pricing review, a key hire, a restructure, an acquisition you’re weighing, preparing to raise finance, with written actions to take away. Sometimes it’s ongoing support on customers, margins, the team and getting your time back. Either way, we agree the destination first, then build the route a block at a time.
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Cash is tight, a big customer has gone, a key person has walked, or the numbers have turned red. I come in fast, stay calm, and find the route forward with you: what to stop, what to protect, and who to talk to first. Hands-on for a fixed period, until the business is stable and I can step back.
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Hands-on in your business towards one specific goal: winning new customers, integrating an acquisition, or covering a key role while you hire. A fixed timescale, a defined finish line, and a handover to whoever takes it on.
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An outside voice at your board table, monthly or quarterly: challenge on the plan, the numbers and the people. Advisory, not a statutory directorship.
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An operator’s assessment of owner-managed acquisition targets, alongside your financial and legal due diligence.
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