“Some situations need a senior leader to step in, take accountability and drive delivery — not a consultant with a framework and a slide deck. The first 90 days are where the architecture is built, the momentum is established and the confidence of the PE sponsor is won or lost.”
I take on C-suite and senior executive mandates in PE-backed and growth-stage businesses where the situation calls for a serious operator rather than an adviser — designing the governance architecture, building the programme and driving the outcomes that matter.
My particular strength is the moment of maximum ambiguity: the post-acquisition period before the operating model exists, the restructuring before the organisation knows what it is becoming, the growth phase where the informal structures that worked at Series A will not survive Series C. I create legibility in complex situations, design the governance and programme structures that make change manageable, and build the leadership conditions that sustain delivery long after I have left.
What situations suit this:
Post-acquisition transformation: Where speed of value creation is critical and the PE sponsor needs an operator who understands the deal, the governance requirements and the pace of delivery expected.
Pre-IPO operational overhaul: Requiring a step change in systems, governance and performance management before the scrutiny of public markets arrives.
Restructuring or turnaround: Where the current operating model is no longer fit for purpose and the organisation needs both the diagnosis and the delivery leadership.
Scaling from growth funding: Where the informal structures that built the business will not sustain it through the next stage of growth.
Senior leadership transition: Where strategic continuity and delivery momentum need to be maintained during a gap or handover at the top.
Pre-IPO operational overhaul: Requiring a step change in systems, governance and performance management before the scrutiny of public markets arrives.
What I bring:
PE sponsor management: I understand what sponsors need to see and how to build the confidence that sustains the mandate through difficult periods.
Transformation Management Office: Designed and implemented from inception — governance structure, processes, tools and reporting cadences built for the specific situation.
EBITDA bridge construction: Translating the investment thesis into a sequenced, costed programme with measurable milestones and clear accountability.
Team building and succession: Hiring, developing and transitioning the permanent team so that the capability does not depart with the interim.
Selected engagements:
Wrist Group (JF Lehman and Co.) — Interim Chief Transformation Officer: USD 700M global operation. Member of the four-person steering committee at Group CEO level, overseeing a 27-initiative transformation portfolio spanning sales, procurement, logistics, finance and IT.
Vertiv Latin America (Platinum Equity) — Interim Transformation Director and Interim COO: USD 550M across multiple national business units. 15%+ EBITDA improvement within six months post-acquisition, with a cumulative 35% uplift over three years.
Siemens Latin America — Transformation Lead: USD 500M post-divestiture industrial manufacturing division. Became the leading contract engineering manufacturer in the region within twelve months.
Sectors: Industrial and advanced manufacturing, aerospace and defence, maritime, energy, logistics, FMCG, telecoms, commodities and government.
