I work with founders, directors and senior teams who need clearer thinking before they add more activity.

That might mean preparing for growth, strengthening commercial credibility, improving how work is won and delivered, making better use of AI, getting ready for larger opportunities, or untangling organisational tension that shows up as people problems, process problems or communication problems.

My work spans strategy, management consultancy, business development and organisational design.

In plain English: I help businesses understand what needs to change, why it matters, and how to make it workable in real life.

I am not coming at this from theory alone.

I have worked in and alongside SMEs for more than 30 years, including two decades as an independent consultant.

That experience has taken me across sectors, business models and growth stages: from digital and communications projects, to operational change, business development, procurement readiness, implementation planning, commercial positioning, risk, evidence, systems and the practical machinery behind credible growth.

For many years, my work focused on helping SMEs win more demanding contracts and top-ranked positions on frameworks. That became a useful pressure test: bids reveal whether a business can clearly explain what it does, prove its capability, show how it operates, and demonstrate that it can deliver what it promises.

Over time, the deeper question became clearer:

What does this organisation need to become to credibly win, deliver and sustain the next level of work?

Redesigning Business is the next evolution of that work.

My experience includes:

• Working with UK SMEs since 2006 across strategy, business development, organisational readiness and commercial growth
• Leading and supporting digital, operational and communications projects, including implementation work across a seven-branch national charity
• Helping businesses translate complex organisational requirements into workable systems, processes, documents, workflows and decisions
• Supporting companies across construction, security, professional services, environmental services, facilities, technology and specialist services
• Helping SMEs win top-ranked places on frameworks and compete for complex public and private sector contracts
• Developing practical tools, processes and methods that help businesses explain their value more clearly and operate more consistently
• Creating a direct-practice coaching method to help business owners learn by doing, rather than outsourcing understanding
• Achieving Chartered Management Consultant status
• Completing executive-level CPD in AI strategy for business leaders
• Running an independent consultancy through multiple economic cycles, including the commercial pressures familiar to many SME owners

This combination matters because most businesses do not need abstract strategy in isolation.

They need judgement that can move between the board-level question and the operational reality without getting lost in either.

I am particularly useful when a business is asking:

• We are capable, so why do we struggle to explain our value clearly?
• Why does growth keep creating more pressure rather than more freedom?
• What would need to change before we could work at the next level?
• Are we genuinely ready for larger clients or more complex opportunities?
• How do we use AI intelligently without chasing tools for the sake of it?
• Where are our current systems, structures or habits undermining our ambitions?
• What are we not seeing because we are too close to the business?
• How do we make the business more credible and resilient?

I look for the pattern underneath the symptoms.

That usually means examining the relationship between commercial aims, operational reality, decision-making, positioning, evidence, systems, culture, incentives, risk and reputation.

That work may result in a strategy review, advisory session, implementation roadmap, positioning shift, bid-readiness assessment, AI adoption plan or organisational redesign recommendation.

But the form is always specific to the individual business and its particular circumstances.

Redesigning Business is for SME founders, directors and leadership teams who are serious about building a stronger business for a changing commercial environment.

It is especially relevant if you are:

• Established, but at an inflection point
• Capable, but not yet communicating that capability well enough
• Growing, but feeling the strain behind the scenes
• Considering AI, larger contracts, new markets or a more ambitious direction
• Tired of advice that ignores the messy reality of small and medium-sized businesses
• Looking for independent, commercially literate challenge rather than cheerleading

Good consultancy should not make a business dependent on the consultant.

It should sharpen understanding, increase capability, improve decisions and leave the leadership team better able to see its own system.

That is the standard I work to.

If your business is looking to build capability to reach the next stage, I can help you understand what needs redesigning

The Redesigning Business Brief is a (somewhat) weekly newsletter, currently hosted on my LinkedIn page, looking at ways we can make working work better.

I create this newsletter each week by noodling around the internet and other places, looking for people, organisations and interesting links that help me make sense of the working world we’re in right now. None of it is paid; I do it for me, for you and for the conversations and collaborations that come out of it.

It’s a growing, changing resource – let me know if there’s something you’d like to see in a future issue.