It all starts with
one conversation.
Ninety minutes, no deck, no pitch. You tell me what is keeping you up and I tell you where I would look first — and whether I am the right person. Some of these end with me pointing you somewhere else entirely.
No obligation, no follow-up sequence, and nothing to sign before we have spoken.
It is all CEO advisory.
The only question is how wide you go.
Every engagement runs on the same method and the same tools. What changes is scope — whether we start close to the numbers, or deploy across the whole organisation. Most people start narrow and widen once they have seen what it turns up.
Start with the numbers
Fast, low risk, defensible in weeks
Your real Cash Conversion Velocity, measured from source, with the Slow Bleed tools and action plans run against your own data. Personal advisory alongside it, so you are not working the tools alone.
- CCV baseline and the Three Gaps analysis
- Order-to-Cash flow map with the blockers named
- Real margin and cost allocation, customer by customer
- The 90-day action plan, applied to your business
- Board-ready findings and a working session, not an email
- A ranked list of what to fix, in what order, and why
Weeks, not months. Fixed scope, defined end date.
Start hereGo organisation-wide
The only way to be sure
Full analytics across the business. CEO360 discovery first, then Value360 following the money, both feeding a live dashboard you review with me. Continuous, not a snapshot.
- CEO360 discovery — how the company is actually working
- Alignment, blockage, leakage, concentration and exposure
- Value360 — the money traced through purchasing, supply chain and logistics
- Everything above on CCV, as the financial spine
- A live dashboard, reviewed monthly with me
- Board-ready page every quarter
Data in week one. Full executive view at week six.
Talk it throughYou do not have to choose before we speak. That is what the conversation is for. Read more on how CCV works or what the organisational analysis finds.
Four steps. No theatre.
The conversation
Ninety minutes. You talk, I listen, then I tell you where I would look first and whether this is worth doing at all.
Scope and agreement
What we are trying to find out, in your words. The data needed to answer it. Cost, timing and deliverables, fixed in writing before anything begins.
Finding the truth
Your real Cash Conversion Velocity measured from source, where value sits trapped, and — where it is in scope — the organisational picture that explains why.
What you do about it
Board-ready, written plainly, ranked by what it costs you. Delivered in a working session. You will not agree with all of it, and that is the point.
Everything is built to definitions you set, traced to source, and handed over. When I leave, the measurement stays and you can run it without me.
Who this is for
CEOs, founders and owners of businesses turning over roughly £5m to £500m, where the numbers still look survivable but the feeling in the building says otherwise.
Also chairs and boards wanting an independent read before they act, and investors who need a commercial diagnosis that is not written by the people who caused the problem.
Group and holding structures especially, where every layer adds another set of numbers assembled by someone else.
I will say so early if it is not a fit
- You want validation for a decision you have already made
- You need a strategy deck for a fundraise, not a fix
- The organisation is not willing to look at real numbers
- You want a body on site for twelve months
Common questions
Which should I start with?
Most chief executives start with the numbers, because it is fast, low risk and produces something defensible in weeks. If you already know the problem is organisational rather than financial, or you have a specific concern about where value is going, start wide. You do not have to decide before the first conversation.
What does it cost?
Fees are fixed and agreed in writing before anything begins, and quoted after a first conversation once scope and the number of entities are clear. No day rates, and no discovery phase that quietly becomes the engagement.
How long before I see something useful?
Starting with the numbers, you have a CCV baseline in two to three weeks. Going organisation-wide, data flows in week one and the full executive view with a live dashboard lands at week six.
Do you run workshops and speak as well?
Yes. The field guide tools can be run live with a leadership team over a day or two, and I chair and keynote internationally. Both usually sit alongside an engagement rather than instead of one. Speaking enquiries.
Can I just have you on call?
Private one-to-one counsel runs alongside either path — two sessions a month plus access between them, for chief executives who need somewhere to think out loud with someone who has held the role and is not on the payroll. Raise it in the first conversation.