Fincham, England, United Kingdom
If you’re a founder or board member of a UK software business navigating growth, M&A, or a potential exit — clarity matters. For the past 20 years, I’ve helped software founders and leadership teams make confident strategic decisions: from positioning for high-value exits, to executing buy- and sell-side M&A, to scaling with purpose rather than noise. I work primarily with UK and European vertical SaaS businesses, supporting: - Strategic exits and acquisitions - Value articulation for investors and buyers - Go-to-market and growth strategy pre- and post-transaction - Board-level decision-making during periods of change My value sits at the intersection of strategy and execution. I understand the pressures founders face, the metrics investors care about, and how to translate complex market signals into focused, actionable moves. Clients value my ability to: - Distil complexity into clear strategic options - Challenge assumptions with insight and empathy - Bring calm, commercially grounded thinking to high-stakes decisions Alongside advisory work, I support leadership teams in non-executive and board roles, where long-term value creation, governance, and execution discipline matter. 👉 If you’re exploring an exit, acquisition, or board-level support, feel free to message me for a confidential conversation.
10/25 - Present : Board Advisor : GovTech SaaS Platform Provider 06/24 - Present : Board Advisor : HealthTech Interoperable Digital Care Specialist 01/24 - Present : NED : Utropolis : Next Generation Cloud Filtering For Schools 11/23 - Present : WTA LLP : Principal : Supporting business leaders find and complete buy-side and sell-side transactions. 03/24 - 11/24 : Board Advisor/Coach : Fast Growing, EdTech SaaS Business 11/23 - 08/24 : Wellbeing SaaS : Interim Chief Commercial Officer
Working with technology leaders to find and complete buy-side and sell-side transactions. Please get in touch if you'd value a no commitment conversation about how to prepare for purchase/sale/investment in the medium/long term.
Our Vision We believe every student should have a safe online environment where they can explore, learn, and grow without fear. In today’s digital world, the risks facing children online - cyberbullying, exploitation, radicalisation - are growing faster than ever. Schools, teachers, and parents are struggling to keep up with these ever-evolving threats, often relying on outdated, fragmented, and reactive solutions. We’re here to change that. Our mission is clear: To protect students from harm. The internet can be a gateway to harmful content, distractions, and cyberthreats, posing risks to students’ well-being. Utropolis provides robust web filtering that blocks inappropriate material, shields against online dangers, and creates a safe digital space where students can focus on learning and growing. To reduce the workload for IT administrators and educators. IT administrators and educators are often overworked and understaffed, juggling endless tasks to keep schools running smoothly. Utropolis streamlines web filtering with intuitive tools and automated processes, saving time and effort so they can focus on what truly matters—supporting students and enhancing education To create a safer, smarter online world for children everywhere. In a digital-first world, children need guidance and protection to explore online spaces responsibly. Utropolis combines cutting-edge technology with user-friendly tools to help schools foster safer online experiences, empowering children to learn, grow, and connect without fear. By combining innovation with expertise, Utropolis is helping schools move from reaction to prevention, from isolation to collaboration. Together, we’re shaping the future of online safety - one school, one student at a time.
March 2022 - September 2023 : Managing Director, Education & Libraries Management Leader of two business units in Finance & Compliance Software for Schools and MIS in Further Education/Public Libraries; Transformation of growth of 12% revenue and 28% EBITDA growth in the first full year. Coached both business unit SLTs to refresh value propositions and GTM, resulting in short-term doubling of win rates and >50% per contract value increase from both new business and renewals. Delivered a step-change increase in cNPS, -10 to +40 in the FY23 survey. Restructured delivery of implementation & customer success leading to >20% increase in revenue with no growth in FTE. September 2019 - February 2022 : Managing Director, Central Government & Agencies Led Civica’s Central Government digital transformation business through a period of turnaround then growth. Achievements since being appointed to stabilise (after 4 previous years of decline in wins, retention and morale) and grow this business include; Order intake growth of +40% FY21 v FY20, with stronger growth so far in FY22. First new name major sales wins in 3 years, including two wins at £7.5M and £5.0M TCV. Pipeline increasing by all measures, including >100% weighted and unweighted. Customer attrition improved from >50% to less than 5% in the last 12 months. Bid win rate improved from <1 in 5 to >1 in 3. Order intake value in my first full year was 80% higher than in the same period in the previous year. Delivery utilisation increased from 65% to 82%. eNPS score improved from -7 to +25. cNPS score improved from +18 to +67.
Executive operational delivery and business development for Data Centre engineering and IT outsourcing for EMEA. I led a portfolio of 38 large and geographically diverse contracts with technical, operational and management staff. 2018, beat a challenging business plan and increased pipeline by 150%, led the BD and technical team to close and mobilise 6 high profile new logo wins (including Apple Inc’s first data centre outside the US) and established operational teams in two new European territories. The case for these investments generated by personally building detailed market research-based investment business cases and pitching them to CBRE board members. 2019, strong growth in a recently established region and re-organised to accelerate decision-making. Drove margin accretive programmes through delivery efficiency, better use of operational resources and supplier management.