Work with a wide spectrum of entrepreneurs to accelerate their growth and thus create significant value.

Global Innovators was launched by Dr Patrick Dixon and Ravi Dua in 2015 as a spin-out from Global Change Ltd, the highly successful global trends, forecasting and consulting company started in 1996, with a comprehensive client list - companies such as Google, Microsoft, General Electric, Siemens, Samsung, Bank of America, Airbus, BP, Exxon Mobil, Aviva, Prudential, Ford, Unilever, GSK and Philips.The focus of Global Innovators is the innovator as a person rather than just the innovation… Show more Global Innovators was launched by Dr Patrick Dixon and Ravi Dua in 2015 as a spin-out from Global Change Ltd, the highly successful global trends, forecasting and consulting company started in 1996, with a comprehensive client list - companies such as Google, Microsoft, General Electric, Siemens, Samsung, Bank of America, Airbus, BP, Exxon Mobil, Aviva, Prudential, Ford, Unilever, GSK and Philips.The focus of Global Innovators is the innovator as a person rather than just the innovation itself. Serial entrepreneurs are the life-blood of the future global economy. They invent new processes, create new business models and can transform entire industries. Serial entrepreneurs are constantly developing new ideas, concepts, products and services. Serial entrepreneurs work best when they have highly talented people around them, in teams which can translate their innovations into commercial reality, helping them create a series of highly successful businesses, often working towards sale or joint venture or some other exit. Global Innovators' aim is usually to accelerate growth towards exit. The company provides strategic input, mentoring, coaching and leadership insight, as well as access to specialist advice from a community of experts - on issues ranging from competitor analysis to cash flow forecasting, branding and online marketing, legal and accounting issues or effective fund-raising and so on. The model is to partner with clients / entrepreneurs in long term relationships. Show less

Worked in London / US. Clients and industries worked with included:BP, Westland Helicopters, Westland Group, AgustaWestland (Joint venture)Marconi (European Helicopter EH101 Project), Whitbread, Wethered’s, Albany Life, SkandiaThorn EMI PLC, Burmah Oil, Morgan Advanced Materials, MBM Technology, Greg Fester Reinsurance (AON), Laskys Electrical, Kingsbury Warehouses, Dunham Bush EngineeringRoyal Dutch Shell Group, Shell Oil (Houston), Coca-Cola Enterprises, Coca Cola… Show more Worked in London / US. Clients and industries worked with included:BP, Westland Helicopters, Westland Group, AgustaWestland (Joint venture)Marconi (European Helicopter EH101 Project), Whitbread, Wethered’s, Albany Life, SkandiaThorn EMI PLC, Burmah Oil, Morgan Advanced Materials, MBM Technology, Greg Fester Reinsurance (AON), Laskys Electrical, Kingsbury Warehouses, Dunham Bush EngineeringRoyal Dutch Shell Group, Shell Oil (Houston), Coca-Cola Enterprises, Coca Cola Schweppes Beverages CCSB (Joint Venture with Cadburys), Coca-Cola Europe (Marketing). Key experience at a senior level working with multinationals including Coca-Cola and The Royal Dutch Shell Group globally. With Coca-Cola I was involved across the group including acquisition of local bottlers in the US by Coca-Cola Enterprises in 1986; overseeing the joint venture for Europe distribution of Coca-Cola with Cadburys (CCSB) -1988 to 1994; reviewing significant marketing spend for Europe by Coca-Cola. Left the US in 1987, to come in at a senior level to work in UK on the Westland account (in the middle of the then government crisis). Work included assessing ability of Westland to complete the major contract with Indian navy and overseeing detailed financial control of the EH101 helicopter. This was the largest partnership development project in Europe at that time. It also was very complex as it involved three major parties - Augusta (Italy), Westlands and GEC Marconi. Worked on reviewing market for global sales of these high tech and high ticket helicopters, costings, assessed systems to monitor risk. I also advised Thorn EMI Plc on sale of their global Lighting division to InvestCorp in 1993/94. This was one of the highest leveraged transactions at that time. I left EY in 1994 and was asked to assist the CFO/Chairman of (TLG) to help them float on the LSE. This was successfully achieved in 1995 with an increase in value of more than 100% in less than 12 months. Show less