SERVICES
Three Industries. Two Ownership Stages.
Three industries. Two ownership stages. One standard of finance leadership. Senior strategic finance applied to capital allocation, commercialisation and investor readiness.
Where I Work
Three industries. Two ownership stages. One standard.
I work across three industries — biotech & life sciences, technology & AI scale-ups, and manufacturing & industrial — and two ownership stages: founders and growth-stage companies (VC-backed) and PE-backed businesses. Senior engagement, applied across the financial building blocks that determine value creation.
Biotech & Life Sciences
Capital allocation, launch economics, rNPV frameworks and investor readiness — translating science into the financial logic investors use.
Technology & AI Scale-Ups
Unit economics, AI investment governance, KPI architecture and Series B–C readiness — built before complexity wins.
Manufacturing & Industrial
Pricing redesign, margin recovery, working capital governance and operating model discipline — commercial finance interventions that move EBITDA.
PE-Backed Businesses
EBITDA improvement, cash discipline, KPI reporting and exit readiness — finance leading value creation across the ownership cycle.
Founders & Growth-Stage
VC-backed scale-ups across any of the three industries. Investor readiness, unit economics, KPI architecture and Series A–C financial models — built around your cadence, not a generic playbook.
How I Work
Diagnose. Decide. Deliver.
Diagnose
A clear diagnosis of where value is being created or destroyed — across pricing, cash, capital allocation, KPI reporting and investor narrative.
Decide
Decisions framed in commercial logic and tested against scenarios — so leadership can move with confidence and investors can see the rigour behind the numbers.
Deliver
Senior delivery against measurable outcomes — embedded into the business, calibrated to your ownership cadence, accountable to results.
Background
Built across global pharma, PE-backed manufacturing and life sciences.
From the Founder
Capital is finite. Decisions are not.
The most important financial decision a business makes is not how to raise capital — it is how to allocate it. The discipline of deciding what not to fund is worth as much as any individual investment decision.
READY TO TALK?
Three industries. Two stages. One standard.
If your business is at the inflection point where finance needs to keep pace with the decisions ahead — I would be glad to talk.