London, England, United Kingdom
Fourteen years in telecoms, technology, and media - across blue-chip consulting (EY, Deloitte), defence-tech, and independent advisory. One consistent focus: making TMT businesses worth more. The way I see it, enterprise value moves through three levers: - Protect and improve value from the inside. Cost transformation, operating model redesign, process rationalisation, shared services. This is where inefficiency becomes margin - CapEx reduced by 35%, operational complexity cut by 40%, EBITDA lifted 15%+. - Create new value from the market. Revenue strategy, GTM design, pricing architecture, partnerships. This is where capability becomes commercial - $54M pipeline built, $12.3M single deal closed, $360M monetisation strategy designed and approved at board level. - Unlock value through transactions. M&A due diligence, post-merger integration, carve-outs, PE value creation. This is where strategy meets the deal - $43M+ synergies realised, $100M commercial due diligence led, multi-market carve-outs executed to Day 1 readiness. Most advisory professionals specialise in one of these. I've delivered all three — as a consultant, as an operator, and as a strategic advisor to boards, PE sponsors, and government clients across Europe, the Middle East, APAC, and the US. Currently exploring my next senior leadership role - whether that's leading a transformation practice, driving value creation for a portfolio, or heading strategy for a TMT business ready to scale. Open to UK and international opportunities. If any of the above resonates, I'd welcome a conversation: [email protected]
Selective transformation and advisory engagements for telecoms, technology, and infrastructure clients. Operating as an independent principal - scoping, leading, and delivering end-to-end. Recent engagement (via Cartesian): Led a 10-week PMO and reporting transformation for a major UK fibre infrastructure provider - discovered 35+ reports with >80% manual production, identified 7 systemic capability gaps, and delivered a prioritised transformation roadmap across 3 waves. Also advising fintech and SaaS clients on GenAI-powered commercial operations - CRM architecture, AI-driven collections optimisation (40% projected recovery improvement), and dynamic pricing strategy.
Relocated from Lisbon to London in late 2024; completed Wharton AI for Business Specialisation during transition.
Led commercial strategy, revenue operations, and market expansion for a Series A defence-tech company serving government clients across Europe, North America, and the Middle East. Reported to CEO and Chief Strategy Officers, respectively.. - Built and managed a $54M+ qualified pipeline; closed Hala's largest single contract at $12.3M with a Middle East government client. - Drove 40% revenue growth by integrating AI (voice, signal analysis, pattern recognition) and blockchain into new solution lines. - Improved revenue predictability by 30% and reduced deal cycle times by 60% through structured sales processes and cross-functional alignment. - Forged strategic partnerships with Accenture Federal, Viasat, Planet Labs, and AWS Government & Defence. - Spearheaded JVs for entry into 3 new markets; co-led equity fundraise efforts towards a $25M Series A2 goal.
Global engagements across Europe, Middle East, APAC, US Senior engagement leader delivering growth strategy, digital transformation, M&A execution, and PE value creation across 15+ mandates. Clients included Nokia, Ooredoo Group, Axiata Group, TechMahindra, Vodafone Qatar, Audax Private Equity, and HIG. - Exceeded $43M synergy target for a major PE-backed telecoms consolidation — stood up integration office, governance cadence, and benefits tracking across 600+ role transitions. - Delivered 15% EBITDA uplift across global IT/ITeS portfolio companies through resource reallocation, product rationalisation, and shared services centralisation. - Secured $50M investment for a Bangladesh Digital Financial Services JV; designed a five-pillar GTM strategy projecting >$360M by Year 10 and secured client Board approval. - Cut operational complexity by 40% for a MENA telecoms group (10+ OpCos) through Oracle Fusion ERP process transformation. - Led $100M Commercial Due Diligence for an APAC PE group; masterminded carve-out of a MENA digital services company across 11 markets to Day 1 readiness. - Built a team of 5 direct reports (3 promoted within first cycle). Multiple EY Excellence Awards; Top Net Engagement Revenue Performer.
Engagements across UK, APAC, Middle East, Africa Strategy and transformation advisory for major telecoms and technology clients. Progressed from Consultant to Senior Consultant. Clients included Vodafone Group, Dialog Axiata, Robi Axiata, Axiata Digital Services, Royal Bafokeng Holdings, and Sterlite Group. - Headed Process Rationalisation for India's largest telecoms merger — reduced IT/systems complexity by 18% and cut non-value-added activities by >30% across 7 core processes. - Achieved 2% EBITDA uplift and 20% Digital Telecom Index improvement for APAC's leading quad-play telco; reduced DSO by 40% in one quarter via advanced credit profiling. - Boosted enterprise profitability by 8–11% across a UK-headquartered global telco's top 6 OpCos. Delivered M&A value: $40M annual revenue unlocked via APAC telco software CoE carve-out; 15% - Y1 overhead reduction in digital advertising arm separation; guided $500M PE investment decision for sub-sea fibre assets in Sub-Saharan Africa.