CASE STUDIES
Five engagements. Real numbers.Selected work across pharma, biotech, AI governance, PE-backed manufacturing and growth-stage technology — senior finance leadership applied to the decisions that move EBITDA, cash and exit value.
£60m
Y1 Launch Revenue
£100m+
NPV Uplift
£30m
AI Funding Secured
£1.5m
Working Capital
14→5
Hubs Consolidated
TRACK RECORD
Five types of engagement. One standard of finance leadership.
Each case below shows the context the business was in, the financial intervention I led, and the outcome in numbers. Select any to expand.
COMMERCIAL · BIOTECH LAUNCH
Benlysta — SC launch to franchise growth.
GlaxoSmithKline · Pharma launch economics
THE CONTEXT
The subcutaneous formulation of Benlysta required a commercial plan built before the access environment was clear. Launch economics, payer strategy and franchise sequencing all needed to be modelled against scenarios where the access outcomes most likely to be wrong actually went wrong.
THE INTERVENTION
Peak sales assumptions grounded in real payer economics rather than top-down market share. KPI dashboards built around the metrics the franchise needed to see before variance landed in the monthly pack. Launch P&L design embedded into commercial strategy from the outset, not validated at the end.
THE OUTCOME
£60m first-year subcutaneous launch revenue.
20% YoY franchise growth sustained.
CLINICAL · CAPITAL ALLOCATION
Clinical Programme Redesign — +£100m NPV.
GlaxoSmithKline · Portfolio prioritisation
THE CONTEXT
A £300m+ clinical portfolio where investment sequencing had drifted from probability-adjusted value. The discipline of deciding what not to fund had not been applied consistently across the pipeline.
THE INTERVENTION
Rebuilt decision trees with probability-weighted capital phasing. Stage-gate go/no-go criteria embedded into the investment process. Risk-adjusted NPV frameworks applied across the portfolio so that capital flowed to the assets that earned it.
THE OUTCOME
Portfolio NPV improved by approximately £100m.
Not by adding budget — by stopping the allocation of capital to decisions the numbers had already answered.
AI · INVESTMENT GOVERNANCE
AI Investment Governance — enterprise scale.
GlaxoSmithKline · Commercial data & AI portfolio
THE CONTEXT
£150m commercial data and AI budget. Investment decisions being made across the portfolio without consistent business cases, structured ROI assessment or clear benefits tracking. Scaling AI investment without governance is just spending.
THE INTERVENTION
Built investment governance frameworks across the portfolio: ROI modelling, portfolio prioritisation, business-case templates and benefits realisation tracking. Applied the same commercial finance rigour to AI investment that applies to any other capital allocation decision.
THE OUTCOME
£30m in AI funding secured against structured business cases.
12% operating cost savings reinvested into analytics capability.
MANUFACTURING · PE-BACKED
Vita Group — commercial finance transformation.
PE-backed manufacturing · Commercial Finance Director / BU CFO
THE CONTEXT
A £390m business unit operating with compressed margins, pricing managed by sales convention rather than commercial finance, working capital tying up cash the business needed for growth investment, and board reporting that was retrospective rather than actionable. The classic PE-backed inflection point.
THE INTERVENTION
Structural pricing redesign. Trade-terms discipline. Customer profitability analytics. Discount architecture restructured. KPI dashboards rebuilt against PE-owner KPIs — so leadership saw the variance before it landed in the monthly pack. Built across a 12-month value creation programme, embedded in the operating cadence.
THE OUTCOME
+2% gross margin recovered through structural pricing — without volume loss.
+3% EBITDA delivered through commercial finance, not cost reduction.
£1.5m working capital released. £0.7m saved through discount redesign.
TECH SCALE · SERIES A–C ARCHITECTURE
Sector capability — growth-stage finance.
VC-backed scale-ups · Available for engagement
THE CONTEXT
Scaling technology companies hit a predictable inflection point: the financial infrastructure that got them to Series A can no longer support the decisions, the investor questions, or the cadence the next round demands. Unit economics, AI governance, KPI architecture and investor-grade business plans need to be built before complexity wins.
THE INTERVENTION
CAC, LTV, payback and contribution-margin frameworks designed to survive board scrutiny. Investor narrative and scenario-tested financial models built around the metrics investors actually trust. KPI dashboards that demonstrate forecast accuracy as an investor signal — before the question is asked.
THE OUTCOME
Available as fractional CFO, project lead or board adviser.
Sector capability across biotech, technology and AI scale-ups — calibrated to your stage, your runway and your next milestone.
READY TO TALK?
Senior strategic finance. Real outcomes.
If your business is navigating growth, complexity or an ownership transition — I would be glad to talk.