Work

What I work on, and how you buy it.

Five functions and four engagement shapes. The functions are the ground; the shapes are how the work is bought, scoped and ended. Deliverables are written as nouns you receive rather than activities I perform, which is the difference between a clean handover and an argument in month four.

The Ground

Five functions.

Twenty years across insurance, insurtech, fintech and mobility, mostly on the operating side. These are the five functions I have run rather than advised on, which is the only reason to hire a practice this size.

Strategy
Where to play and where not to. Market entry, portfolio choices, and the numbers that have to be true before a bet is worth making.
Innovation
New propositions and new categories, corporate venturing, and the judgement about which emerging bets are real and which are a demo with a good narrator.
Product
Proposition design, pricing and rating, and the journey from quote to bind to claim — built as one system rather than four departments.
Transformation
Turning round what is not working. The operating model, the cost line, and the sequencing that decides whether the fix holds after attention moves on.
Commercialisation
Distribution, go-to-market, brand and demand generation, and the commercial model underneath them.
The Shapes

Four ways in.

01

Growth Diagnostic

Three weeks · Fixed scope · Fixed fee

A hard look at where growth is actually leaking. You get a baseline you can defend to a board, a competitive read, and a ranked list of what to do about it. It converts into a longer engagement or it ends cleanly. Both are fine.

  • Performance baseline with the numbers reconciled to source
  • Competitive and category read
  • Full-funnel map with annotated drop-off analysis
  • Prioritised opportunity matrix, sized and sequenced
Founders and C-suite who suspect the problem but cannot yet name it Fixed fee, quoted at scoping
02

Build Sprint

Four to eight weeks · Acceptance criteria · Fixed scope

A scoped build against agreed acceptance criteria. A pricing model, a quote flow, a dashboard, a working prototype, or an agentic system that does a job someone is currently doing by hand. It runs when the sprint ends.

  • The working artefact, deployed and documented
  • The model or logic behind it, legible to your team
  • Handover pack and a run-book
  • A short note on what it cost to run and what it should replace
Teams who have decided what to build and need it built Fixed scope, priced on outcome
03

Fractional Executive

Six months · One to two days a week · Renewable

The practice’s proven pattern. Four to six numbered workstreams, each with named deliverables, reporting to a named founder or C-level executive. Not advice with a monthly call attached: a function that runs, staffed at executive level, for a fraction of the cost of the seat.

  • Four to six workstreams with dated milestones
  • The function stood up and operating
  • Your team carrying it by month six
  • Monthly written report against the workstream plan
Companies that need the seat filled properly before they can afford to fill it Day rate or monthly retainer
04

Agentic Operations

Six to ten weeks · Build and handover

Standing up your own agentic delivery capability, in your own repositories, on your own systems. This practice runs on one, which is why it can hold a book of work at this size. You get the machinery, not a subscription to mine.

  • A working harness in your stack, scoped to named roles
  • Connector configuration and access boundaries
  • Operating cadence and the guardrails that keep it honest
  • Training for the people who will run it
Operators who have seen what this does and want it in-house Fixed scope, priced on outcome
Terms

The parts most people find out about too late.

Scope is bounded by the named deliverables. Anything outside them is priced through change control rather than absorbed as a favour. This protects both sides, and it is the clause most often missing from engagements that go wrong.

Your outputs are yours on payment. The methods, models, and reusable assets I bring to the work remain mine, and you get a licence to use them internally. If you want the machinery itself, that is a different engagement and it is priced as one.

Payment is net thirty or better. UK and EU clients contract with the UK company in sterling; US clients contract with the US company in dollars. You will not be asked to pay a UK invoice in dollars or navigate an entity that does not match your jurisdiction.

Either side can end it. Notice period agreed up front, payment for work performed to that date, and a handover of whatever exists. No engagement should need a hostage.

Current Engagements

Described by shape, not by name.

Client names are confidential unless a client has agreed in writing to be named. These engagements are live, so what follows is the mandate and the work, not a results claim. Outcomes get published when there are outcomes.

Fractional Executive
US auto telematics MGA
2026

Building the Growth Function, Not Advising On It

A telematics MGA with a product that worked and no repeatable way to sell it. The brief was not to recommend a growth strategy. It was to build the function that produces growth, and to leave it running.

Engagement live · outcomes reported when the term completes
Read the story →
Interim Executive
US AI and sensing company
2026

Selling Into Insurance for the First Time

A company with genuinely differentiated sensing technology, a strong record in adjacent markets, and no idea how insurance buys. Insurance does not buy like other enterprise categories, and the ways it differs are the ways that kill deals.

Engagement live · outcomes reported when the term completes
Read the story →
Build Sprint
Spirits brand, bridge round
2026

An Investor Funnel Built as a System

A founder-led raise being run the way most founder-led raises are run: from a spreadsheet, on memory, through whoever happened to reply. The brief was to replace that with something that would still work after this round closed.

Engagement live · outcomes reported when the round closes
Read the story →

Not sure which of these it is?

Most engagements start as a diagnostic because most problems are not yet named precisely enough to build against. That is a normal place to begin.

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