TerraFive is an investment vehicle operating at the intersection of technology, sustainability and the built environment. We are thematic investor/operators and buy and build B2B technology and services companies solving big challenges in the climate & sustainability space. Our five investment themes are:- Clean energy- Sustainable transport- Smart buildings- Digital inflation - Green supply chains

Our social enterprise, Humble Kitchen, aims to combat food poverty in the UK by organizing community dinners and partnering with local charities. We provide nutritious, affordable meals to low-income earners, focusing on creating a sense of community through events in borough churches across London. Starting in Elephant & Castle, we’re steadily expanding to other locations.

Avane is a VC-backed global FoodTech platform developing a unique portfolio of digital food brands delivered through multi-brand cloud kitchens. The business was co-founded in late 2020 by ex-McKinsey and Harvard MBA alumni and has dual headquarters in London and Istanbul. Avane has grown rapidly to 6 kitchen locations, 30+ digital brands and a 200+ strong team in our Istanbul launch market over the last 18 months and is backed by leading venture capital firms including Global Founders Capital.

I managed the Nine Elms facility for a leading cloud kitchens company and oversaw operations at Kentish Town and Battersea. My role was structured around a property company (PropCo) and operating company (OpCo) model, focusing on two key areas: property management and operational oversight. I handled licensing, health & safety compliance, tenant onboarding, and maintenance to optimize profitability for the PropCo.On the OpCo side, I managed daily operations, including staff scheduling, training, stock management, and tenant relations, all aimed at enhancing efficiency. I worked closely with sales, finance, and customer success teams to streamline processes and maximize tenant retention. My collaboration with both enterprise and emerging London brands helped them optimize their operations and drive profitability within our kitchens. This dual focus allowed me to ensure that both property and operational aspects worked in parallel for overall business success.

During the final year of university, the user joined the UEAFIS Oakwood Fund, a real-money ESG charity fund. The fund utilized a top-down investment approach to build a diversified portfolio, focusing on public equity. As part of a small team, they were responsible for researching the industrials sector, analysing companies’ financial statements, cash flow, sustainability ratings, stock price trends, and current events to inform investment decisions. After initially having a stock pitch rejected due to ESG concerns, their second recommendation was accepted and became part of the fund’s long-term holdings, contributing to the £50k Oakwood Charity Fund.

In this position, I was a senior chef for a 4-star hotel under the Britannia Hotel umbrella that had just been taken under new management. Working at this hotel on a weekly basis would cater for at least 2 functions or events, while still serving the main restaurant, amassing over 800 covers a week. I was part of a large kitchen team with 4-5 chefs working under me directly. The campus had 4 kitchens which operated weekly. I would work closely with the Head Chef to ensure efficient cross-site management - to which previously only 1 kitchen was operational.

In my first year of university, I started a pop-up food stall with a business partner, aiming to provide affordable and diverse food options for students. We initially offered a rotating menu of international cuisines, but quickly realized that this approach created brand confusion and operational challenges. After assessing the situation, we shifted to a simpler jacket potato menu with various toppings, which was easier to manage and more aligned with student preferences. This pivot increased our gross profit margins by 10-15%, allowing us to break even and even generate a small profit. The experience taught me valuable lessons in adaptability, cost management, and market positioning.

Throughout my academic studies in college and my first year of university, I managed a small to medium-sized kitchen team. During the holidays, I worked full-time, while in term time, I worked part-time on weekends. This experience provided me with valuable management skills in a high-pressure environment with an ever-changing team.In this role, I was responsible for the daily operations of the kitchen, which included training new staff, managing stock orders, creating staff schedules, and implementing new dishes and menus. I successfully improved the kitchen's hygiene rating from three stars to five stars, meeting Environmental Health Officer (EHO) standards. The kitchen catered to high-end local events, such as charity dinners, corporate events, and seasonal outdoor catering, ensuring a high standard of service and quality.