Wombourne, England, United Kingdom
As an experienced CEO & NED, I help engineering & manufacturing businesses turn strategy into disciplined execution - keeping people & customers at the centre. Over 30+ years I’ve delivered profitable, sustainable growth in businesses manufacturing premium, innovative products - up to £50m revenue. My success has been with companies across the Automotive, Industrial, Construction, Energy Infrastructure & Retail sectors. Nuttall Leadership Serving as CEO at Nuttall, part of The Alan Nuttall Partnership, I’m working with the leadership team to guide the business through its next phase of development. My focus is on strengthening leadership alignment, sharpening strategic priorities & building momentum across the organisation as the business grows from an already strong foundation. Potenvia Leadership As Co-Founder & CEO of Potenvia, we’re building breakthrough direct-to-grid megawatt-charging solutions for electric heavy transport. Our unique value proposition lies in developing compact, ultra-efficient power technology that eliminates the need for bulky, costly substations - accelerating the transition to zero emissions whilst simultaneously reducing: high capital & installation costs; long connection times; major site constraints; & high levels of waste energy. Non-Executive & Advisory Roles Alongside these roles, I work with ambitious owners, founders & leadership teams in board & advisory roles across engineering & manufacturing businesses. Serving as a NED at Frost Electroplating, I provide independent perspective & board-level support as the business develops its strong position in specialist surface engineering. I have supported Flexeserve in embedding a customer-centric culture, working with the Board of Management to translate strategic ambition into everyday behaviours. Across these roles, I typically help SME leadership teams to: • Turn strategic clarity into disciplined execution • Strengthen leadership alignment & organisational capability • Build engaged, customer-focused cultures Businesses navigating growth, professionalisation or transition are where I thrive most, particularly founder-led, family-owned or group-backed organisations. I bring hands-on EOS experience, primarily serving as an Integrator to help leadership teams gain traction. I’m open to select Non-Executive & advisory opportunities where my experience can support long-term value creation, alongside my founder & executive responsibilities. Feel free to message me directly if you’d like to connect or explore how I may be able to support your business.
Working with the leadership team at Nuttall, part of The Alan Nuttall Partnership, to guide the business through its next phase of development. Nuttall is a specialist manufacturer serving the retail and foodservice sectors, with a strong reputation for quality, reliability and long-standing customer relationships. My role focuses on providing leadership clarity, strengthening strategic priorities and supporting collaboration across the business as it builds on an already solid foundation for future growth. Current focus: • Aligning the leadership team around clear strategic priorities and execution rhythms. • Strengthening customer-centric thinking and ensuring the customer experience remains central to decision-making. • Supporting operational clarity and cross-functional collaboration across the business. • Building momentum behind commercial opportunities and strengthening key customer relationships. • Continuing to develop the organisational structure, capability and leadership alignment needed to support the next phase of growth. My aim during this period is to provide clear leadership, strategic focus and execution discipline, helping the team build on the strong foundations already in place and translate capability, culture and customer focus into sustained commercial momentum.
Energy infrastructure start-up developing compact, ultra-efficient megawatt-charging power technology for electric heavy-duty transport As Co-Founder & CEO, I am responsible for defining Potenvia’s strategic direction and commercial model, while leading investor engagement, industry partnerships and early customer traction. I am steering the business from concept through technology development, funding and go-to-market, with a clear focus on delivering direct-to-grid power solutions that remove the need for bulky, costly substations and unlock scalable megawatt charging for heavy-duty transport. Key achievements: • Built Potenvia from concept to investor-ready, establishing a clear vision, mission, values and differentiated value proposition centred on compact, ultra-efficient direct-to-grid power technology. • Co-created the strategic business plan, market analysis, IP roadmap and 5-year financial model, positioning the company for high-growth scale-up with a projected £115m valuation in year five. • Led investor relations and fundraising activity, developing the full investment proposition and securing initial funding to deliver a functional DC-DC module and complete the control software. • Defined and executed the commercial and go-to-market strategy, positioning Potenvia as the “technology inside” next-generation charging systems for UK and European electric HGV charger OEMs. • Built early customer, industry and ecosystem relationships, engaging EV charging OEMs, fleet operators, HGV manufacturers, trade bodies, universities and government stakeholders. Since founding Potenvia, I have established a strong strategic and commercial foundation for the business, with credible technology, clear market positioning and growing industry engagement. By committing full-time to the venture at an early stage, I strengthened investor confidence and accelerated progress, with the company well positioned to move through the next phases of development, funding and scale.
Appointed to the Board of Frost Electroplating, a specialist surface engineering and electroplating business serving a wide range of industrial and engineering sectors. Working with the Chairman, Managing Director and leadership team to provide independent perspective, strategic guidance and board-level support as the business continues to build on its strong reputation for technical capability, quality and customer relationships. Current focus: • Providing independent challenge and strategic input to support long-term business growth. • Contributing board-level perspective on strategy, growth opportunities and long-term value creation. • Contributing board-level perspective on strategy execution, organisational development and operational performance. • Supporting governance discipline and effective board decision-making as the business continues to evolve. • Acting as a sounding board to the Chairman, Managing Director and leadership team on strategic priorities and future opportunities. My aim is to bring practical executive experience from scaling engineering and manufacturing businesses, supporting the Board in balancing long-term strategic direction with disciplined oversight and effective decision-making, while supporting the continued success of the business.
Selective Board, Advisory & Consultancy Engagements | SME & Growth-Stage Businesses Alongside my role as Co-Founder & CEO of Potenvia, I undertake select Non-Executive Director, advisory and consultancy engagements, working with owners, founders and leadership teams of SME and growth-stage businesses - typically up to £50m turnover. These roles are focused on supporting growth, professionalisation and transition, particularly in premium, innovation-led manufacturing businesses operating in complex B2B, B2B2B and B2B2C environments, often with international or global footprints. Key contributions: • Supporting boards and leadership teams with strategic clarity and execution discipline, aligning ambition with operational traction. • Acting as a trusted advisor to CEOs and founders, providing constructive challenge and practical guidance through growth, change and increasing complexity. • Advising on culture, leadership development and succession planning, ensuring organisations scale without losing capability, focus or values. • Applying hands-on experience of the Entrepreneurial Operating System (EOS), to help teams gain alignment, accountability and traction. • Delivering customer-centric transformation, helping leadership teams embed “Customer at the Heart” principles into strategy, culture and day-to-day execution. This work builds on my prior board and non-executive experience, including roles with the Society of Motor Manufacturers & Traders (SMMT), the UK Automotive Council, the British Roller Bearing Manufacturers Association and the German-British Chamber of Commerce. My approach is deliberately selective, enabling me to add meaningful value while continuing to lead Potenvia’s growth journey.
UK subsidiary of the Reynaers Group (€700m+ global revenue) As Managing Director, I held full P&L responsibility for the UK business, leading the organisation through a period of strong growth to peak revenues of £32m. Accountable for sales, marketing, technical, operations, customer service, supply chain, finance, HR and IT, operating across complex trade, retail, commercial and international project channels. Customers included fabricators, installers, architects, consultants, contractors, developers, end clients and homeowners. My focus was on profitable growth, market differentiation, organisational clarity and building a high-performance, customer-centric culture. Key achievements: • Delivered a 33% increase in revenue and a 90% increase in EBITDA, driven by a clearly articulated 3-year growth strategy focused on market share expansion and premium positioning. • Secured multiple high-profile, nationally recognised projects, including Wembley Park, The Oval, Media City, Hadrian’s Tower and Nine Elms. • Led the successful delivery of a multi-million-pound UK facility expansion, strengthening operational capability and supporting future growth ambitions. • Implemented the Entrepreneurial Operating System (EOS) to improve execution, accountability and leadership cadence across the organisation. • Introduced industry-leading customer and employee engagement initiatives, achieving a sustained +20 average NPS score and an externally benchmarked “A” grade employee satisfaction rating with 98% participation. During my tenure, Reynaers evolved into a more focused, scalable and values-led business. Against a backdrop of increasing external constraints, the UK operation delivered strong performance and was left with significantly improved systems, leadership capability and cultural alignment. The business was positioned with a robust platform for future growth - underpinned by disciplined execution, engaged people and a clearly differentiated market proposition.