Selected work.

The situation

A multi-venture technology services platform operating across three geographies had sustained significant losses over several years. Capital had been misallocated across multiple underperforming units, the operating structure was uninvestable, and the commercial model was generating marginal, unpredictable revenue. The board mandate was to prepare the business for investment - but the reality on the ground required a full turnaround before any capital story could be credible.

What I did

A structured diagnostic was applied across the portfolio to identify root causes of underperformance and separate the recoverable from the non-recoverable. The Egypt-focused health-tech venture was closed and capital reallocated. The US healthcare business was retained but required a full commercial rebuild - brand, go-to-market, and client targeting were all redesigned, shifting focus from fragmented individual clinics to institutional hospital groups and multi-site operators. Approximately 40 roles were restructured across the technology organisation to remove cash burn and create the financial headroom needed to execute the recovery.

The situation

A regional scale-up with genuine operational capability but poor commercial architecture - underpositioning relative to market, a fragmented client base skewed toward low-margin work, no structured go-to-market, and a delivery model with high labour dependency and limited scalability. The business had the foundations of a regional platform but was operating as a local contractor. The thesis was that a repositioning programme combined with a redesigned operating model could materially improve both revenue quality and margin structure without requiring significant external capital.

What I did

The business was restructured across three distinct branded lines, each with a clearer market positioning and client targeting. GTM was redesigned to focus on institutional and enterprise accounts, including government-adjacent clients - replacing the fragmented SME client base. A UK entity was established to access higher-value mandates and improve commercial credibility. As market conditions shifted in 2025, a second-phase operating model intervention was executed - embedding AI-enabled workflows across delivery functions, reducing team size by 60%, and redesigning processes to maintain comparable output at a fraction of the prior cost structure.

The situation

A legacy fibre infrastructure business completing a major corporate transformation into a multi-asset digital infrastructure holding company faced two interlocking challenges: a post-acquisition integration had stalled, and the broader group needed a credible investment narrative to support a capital raise across five distinct infrastructure asset classes. Without resolving the integration impasse, the platform story was not credible. Without a coherent platform narrative, the capital raise could not proceed.

What I did

Working from within the Chairman's Office, the integration was led through resolution via structured stakeholder engagement - resequencing the integration plan, and creating the operational credibility needed to proceed. In parallel, the corporate rebrand was led, repositioning the group from a legacy project contractor to a coherent technology investment holding company across marine cables, data centres, tower infrastructure, systems integration, and fibre manufacturing. The investment thesis was developed and the strategic materials - pitch narrative, financial models, and investor communications - were built and refined throughout the capital raise process.