Operational ROI for consumer-tech businesses.
Twenty years operating consumer-tech businesses, now available as a fractional COO or consultant. Hands-on work and detail-level audits, with embedded options when a function needs an experienced operator in the seat.
Three engagement models, matched to the brief.
From a fixed-fee operational audit, to a project-based deliverable, to a fractional operator in the seat. Defined upfront where it can be; fixed monthly fee where it can't. No hourly billing, no scope drift.
Operational Audit
A fixed-scope review of a function, business unit, or operation. The output is a report against the brief — what works, what does not, and ranked recommendations on what to improve.
- Operational walk-through with the team
- Detail-level review of process and data
- Ranked improvements with ROI
- Written report and exec presentation
Project Basis
A scoped piece of work delivered as a single written output. Briefs span competitor, market and product analysis; function and process reviews; launch strategy for new brands or products. Fixed fee, fixed timeline, no embedded role.
- Scoped brief signed off upfront
- Primary and secondary research
- Findings ranked by impact and ROI
- Written report with executive summary
Embedded Operator
Taking the seat as a fractional operator — often the COO role or an equivalent senior operating remit — while a function is restructured, stabilised, or newly established. Same accountability as an employee, fractional cost.
- Direct ownership of a defined scope
- Team integration and line management
- Process redesign, executed alongside the team
- Systems and capability built to run after exit
- Documented handover at exit
How the work actually gets done.
Each engagement is handled on its own terms — what gets reviewed, what gets recommended, and how it's executed are shaped by the specifics of the business rather than a one-size-fits-all approach.
Audit first
Most businesses share the same three challenges: legacy practices that persist because 'it's always been this way', underused data, and reliance on a small number of key people to drive the business. Understanding the current state is the starting point — and that comes from deep dives, not high-level scans.
Granular by default
The real gains sit in the detail, not on the dashboard. Engagements start at operational ground level — with the people doing the job, the data they trust, and the process as it actually runs.
From inside the business
The consulting is done by someone who has actually run businesses. Problems are seen from the same angle the client sees them — which shapes both what gets recommended and how it gets implemented. In embedded engagements, that means taking the seat: directly accountable for the work, not just the advice.
Built to be used
Actionable recommendations tailored to the business. Each output sets out quick wins, longer-term initiatives, and a clear read on any risks identified during the project.
Function restructured, with improved processes implemented across the operation.
Engagement remit: review an underperforming operations function — minimal formal structure, undocumented processes, most tasks executed manually. The work started by mapping the current way of working alongside the team.
Quick wins were identified and implemented immediately. In parallel, the function was prepared for restructure and the new way of working was rolled out. Once the new structure was in place, focus shifted to working with the team to iron out issues and ensure it was working.
Advisory across the M&A lifecycle — target review and broader industry insight.
Engagement remit: advisory support across an active M&A workstream. Phase 1 covered target review — assessing a pipeline of potential acquisitions and producing recommendations on each, highlighting strengths, weaknesses, and risks.
Alongside the M&A workstream, the advisory extended into broader industry insights — product, commercial, and best practices — plus lead introductions where the network or sector knowledge proved useful.
Internal product benchmarked against competitors, with a gap analysis and proposed way forward.
Engagement remit: review the company's product against its competitive set and present a gap analysis, delivered against a fixed brief over 6–8 weeks. The work started by reviewing the product internally with the team — features, positioning, and current roadmapped plans.
From there, the focus shifted to the external view: reaching out to competitors and mapping each one's offering across the same dimensions. The final output was a report setting out where the company stood versus its competitive set, the gaps that mattered most, and a proposed way forward to close them.
Operator-led consulting.
Twenty years operating businesses — roles held include MD, VP of Operations, and COO, managing cross-functional teams with full P&L responsibility across corporate and start-up environments.
That background shapes the work. Operations assessed at the level of process, people, and decision flows. Prior exposure across varied company types means most operational gaps are recognisable on sight — and it brings the ability to adjust to each business rather than impose a generic framework.
Current focus: operational improvement for digital platforms and B2C online businesses. Engagements take one of three forms: an operational audit, a project-based deliverable, or a fractional COO remit.