For most of my career, I've worked as a Chief Operating Officer, strategist, and business growth advisor — brought in by SME owners to fix the operational and strategic problems that were holding their businesses back. Over that time I've worked with more than 1,000 businesses, which means I've seen, up close, almost every version of what makes a company either coast on autopilot or genuinely thrive once the founder isn't holding it together personally.

Acquiring businesses directly is the natural next step. It means I get to apply that operational experience as the owner, not just the advisor — stepping in, protecting what works, and building on it rather than dismantling it for a quick return.

"I don't look at a business acquisition from a spreadsheet. I look at it through the lens of operational stewardship — how to support the team, serve customers better, and build on what's already working."

Away from the desk, I'm an engaged dog dad of four, a committed 80s rock fan, and I'll chase the sun wherever I can find it. It's fair to say I take work seriously and myself a little less so — which, if you're trusting someone with your life's work, is probably worth knowing.