United Kingdom
Your agency hit a new revenue high last quarter — but you can’t explain where the profit went. Your biggest client pays 60 days late, and nobody chases because of “the relationship.” A project got discounted to win the deal — and nobody checked what it did to the margin. These aren’t signs of a bad agency. They’re signs of an agency that’s outgrown its financial visibility. I build the control layer that fixes this — for UK digital and creative agencies (£500K–£5M revenue, 10–50 people). What that looks like: • Weekly commercial rhythm — cash, project margin, alerts • Pricing review before every proposal — so margin is protected before you sign • Scope and change-order discipline — clear rules your team can enforce • Rate card monitoring — we catch discount creep before it compounds • 13-week rolling cash forecast • AR discipline — we chase so you don’t have to I work directly with your PMs and account leads — not just you. Problems get caught in real time, not in month-end reports. Within 90 days, you’ll know: which clients are worth keeping, which projects need repricing, where your next 13 weeks of cash are coming from, and what to stop saying yes to. I own your financial control layer. For bookkeeping, payroll, tax and compliance — I work with your existing providers or help you find the right ones, and make sure the data flows properly between everything. This isn’t fractional CFO advice, a few hours a month. It’s an operating system — weekly rhythm, hands-on delivery, direct work with your team. Start with a 10-day Profit Diagnostic
We build the financial control layer for UK digital and creative agencies (£500K–£5M). Weekly rhythm, hands-on delivery, direct work with your delivery team. Not fractional CFO advice — an operating system for profit, cash, and pricing
Ran a digital agency — managed delivery, client profitability, and team performance. This is where I first saw the patterns that agencies repeat: scope creep, invisible margin loss, pricing without cost basis.
Built a robust distribution system with leading EU supermarket chains, creating national and international sales channels. Scaled production and established partnerships that positioned the company as a reliable supplier to large retail networks.
Managed operations for a national logistics and distribution network with up to 1,000 employees. Oversaw large-scale warehouse facilities, streamlined supply flows, and ensured efficient distribution for nationwide retail coverage.
Oversaw operations across a large network of retail stores. Gained expertise in retail management, supply chain coordination, and nationwide business scaling.