How I work
Three ways in.
Diagnose, then build, then partner. Each step earns the next, and you can stop after any of them.
How I think
Why before what.
Most product conversations start with what: "What deodorant should we launch?" The valuable conversation starts one level up. Same with suppliers: the job isn't introducing factories, it's building the supplier structure the next phase needs.
- ✶Why should we launch deodorant at all?
- ✶Who is it for, and which customer do we want more of?
- ✶What role does it play in the assortment?
- ✶Which channel should own it?
- ✶Will it improve margins, or just add complexity?
- ✶Is this the highest-impact move right now?
01 · Start hereStrategic Growth & Assortment Review
Fixed fee · 3–4 weeks
A concentrated analysis of the business: where growth should come from next, what the assortment and category structure are really doing, where profitability is leaking, and whether the organisation can carry the plan. You leave with priorities, opportunities and a roadmap. One fixed fee, agreed before we start.
What I go through +
01 · Start hereStrategic Growth & Assortment Review
Fixed fee · 3–4 weeks
- Commercial performance. What's growing, what carries the company, and what quietly costs you.
- Assortment and category structure. What the range does today, and what it should be doing.
- Growth opportunities. Categories, channels, markets and partnerships worth the next investment.
- Profitability. Margin, pricing, mix, sourcing and terms, with a number on each.
- Organisation. Whether the structure, roles and ways of working can carry the plan.
- Channels and markets. Where you win now, and where you could.
- Processes. How decisions get made, and what slows them down.
Output: priorities, opportunities and a roadmap you can act on. Your team's total time: a few hours.
Where most of the work happens
02 · The ongoing partnershipEmbedded Growth Partner
Monthly · 1–2 days a week
I work close to you and the leadership team and help make the change actually happen. Fractional CPO, strategic growth advisor or operating partner, depending on what the business needs. A fixed monthly fee, agreed in writing before we start. Never by the hour.
Where I go deepest +
02 · The ongoing partnershipEmbedded Growth Partner
Monthly · 1–2 days a week
A strategy nobody executes is expensive. This is the seat where the plan becomes decisions, launches, negotiations and a team that can run it.
- Growth and commercial direction set with you and the leadership team, then held.
- Assortment, category and launch decisions with sell-through targets before a launch is greenlit.
- The commercial engine: margin, pricing, suppliers, terms, inventory and cash.
- Organisation and ways of working, so the company keeps its speed as it grows.
On site when it helps, remote when it doesn't. A fixed monthly fee, agreed in writing before we start. Never by the hour.
03 · The long gameStrategic Partner & Board
Bespoke · Advisory / board / equity
Long-term strategic support to founders, CEO, leadership team and board: growth, expansion, commercial strategy, organisation, new categories, partnerships and the decisions that set the direction for years. Advisory board, board member or interim executive.
The partnership
What the partnership covers.
The Embedded Growth Partner seat spans the whole commercial side of the business. Where we push hardest depends on what the review finds.
01
Product & Assortment Strategy
A range that earns its keep and a pipeline the team can see. Fewer, better launches, aimed where you don't win yet.
02
Commercial Growth & Expansion
The next markets, channels and partnerships, chosen deliberately rather than opportunistically. A route to market that can carry them.
03
Profitability & Commercial Engine
Margin, pricing, suppliers and terms. This is where the review's findings turn into money.
04
Organisation & Transformation
Structure, roles and ways of working, so decisions stop routing through the founder and the organisation keeps up with the business.
The commercial edge
I run the supplier conversations you'd rather not.
You're close to your suppliers. That closeness built the brand, and it also makes it awkward to push. I've negotiated sourcing for some of the most demanding houses in beauty and fashion, and I do it in a way that protects the relationship while it moves the price.
You stay the loved founder. I'll be the reasonable, well-prepared one asking for better terms.
The terms
How it works.
Next step
Let's talk about what's next.
One short conversation about where your next phase of growth should come from, and what it would take.