About

Before I ever diagnosed an operation from the outside, I ran one from the inside: cash flow, bank deposits, bookkeeping, purchasing, suppliers, stock, deliveries, staff, scheduling, customers. I personally sold, scheduled and managed cash long before I ever managed a system that did those things for someone else.

As a frontline sales adviser, not a manager, I was recognised for outstanding sales performance, including winning a national sales competition. Everything I know about commercial thinking started there, not from managing other people’s numbers.

As a team leader, I inherited a long-standing, underperforming sales team and turned it into a KPI-achieving one during peak trading, by working out what individual people actually needed, not by managing harder. In account management and workforce operations, I ran HR, payroll, MI reporting, forecasting and workforce scheduling, including mobilising a specialist driver workforce within a month’s notice while holding a clean compliance record.

Then I moved into workforce technology: nearly eight years leading operations for a workforce technology platform, progressing into senior global operations leadership. That’s where the work changed shape, from personally running processes to designing and governing the systems those processes operate within, across enterprise customers, delivery and commercial teams, working closely alongside product and engineering rather than owning those functions myself.

I spent years operating the machinery before anyone asked me to design the system it runs inside.

That’s why I can walk into an operationally complex business and see both the frontline reality and the executive blind spots. I’ve stood in both places. Now I do this independently, for businesses that have grown faster than their processes have kept up.