Working with ambitious companies to develop strategic alternatives, to build the leadership team and to deliver practical business growth.Across multiple sectors including applied Engineering businesses and Materials Science, Life Sciences and MedTech.Oxford Innovation (SQW Group)- Member of the Investment Committee of the Oxford Innovation OION Fund, that selects scale-up companies for strategic investment- Strategic Advice to SQW Group CEO, devising and assessing alternative development strategies for Oxford InnovationO.N. (OION).Operis Ltd – As Chief Strategy Officer, advised CEO in identifying and assessing alternative routes as this project management company transitioned after initial growth. DanMedical Ltd. – As a Director, led review of business strategy and alternatives for the Board of this MedTech business, leading to transition of business model away from prior Capital Asset approach.Angel Investor – as an active Investor I have hands-on experience of the challenges facing scale-ups, and work with founders and their teams to identify and address these challenges successfully. I have built a portfolio of investments in young companies that offer the potential for high growth through disruptive innovation.

An MBA graduate from INSEAD, I lecture and coach on the school's Executive education programmes. I work with senior executives to help them develop practical business skills and strategies for the benefit of their company/business unit. Example: working with senior executives at a leading European medtech business to develop their strategy as the market develops for AI-enabled interpretive and diagnostic solutions. INSEAD courses on which I have recently coached and/or lectured, working with senior managers from leading international businesses:- Transforming Business through AI (TBAI)- Strategy in the age of Digital Disruption (SDD)- Building Digital Partnerships and Ecosystems (BDPE)- Innovation in the Age of Disruption (IAD)

In 2010 I ran the negotiations and transaction to purchase this Architectural Products company. I led raising the risk capital (equity) and was Lead Investor. The transaction was supported by debt provided by HSBC Commercial bank. Upon completion of the transaction, I was appointed Managing Director. I carried out a full review of the business strategy for the company and implemented new technical, commercial, operational and quality processes. Thereafter I led the growth and development of the company through focusing on developing and coaching the skills and training of the staff at all levels of the organisation, including in Design and Manufacturing, Quality Control and Compliance, Product Development, Marketing and Sales, After-Sales service, Training and Personnel Development. Exited in late 2013 through sale of shares to a co-investor.

In 2004 I was appointed Director of John Laing Investments Ltd, with executive responsibility for John Laing’s European investment portfolio. Had accountability for identifying, developing and delivering investment-led projects in northern and western Europe including responsibilities for project specification, project delivery and financial results.Over the period 2004 – 2009 I was responsible for leading £87million of equity investment by John Laing, through negotiating and securing ten projects valued in total at in excess of £2 billion (total value), raising funding and leading service delivery.Recruited, led, managed and trained a 16-strong multi-national team to develop, secure and manage John Laing’s northern and western Europe business investments.

As Projects Director, led and managed the design and implementation of projects and concessions in the Infrastructure sector.Responsibilities included identifying project opportunities and screening, initiating and managing client contact, project scoping, managing consortium assembly and advisor selection. Oversaw preparation of the consortium’s response to the client’s scope document and performance specification, including financial structure and optimisation, value engineering and cost control.

Reporting to Managing Director, responsible for leading the business development of Facility Management company Ecovert Ltd from start-up.Researched and recommended growth strategy to MD and Board.Led tendered projects, joint ventures, acquisitions and privatisations co-ordinating in-house resources with professional advisors Led Ecovert's growth from £9m turnover (1991/92) to £41m (1995/96).From 1989-92 was based in Bouygues' headquarters at St-Quentin-en-Yvelines, France

Represented Arup on the design teams for projects in Scotland and England, including a major retail complex, office developments, a sports centre and housing.