PROJECTS
Project 1 - Operational & Commercial Transformation (Wholesale Distribution, EMEA/APAC)
Stabilising performance, modernising systems and driving profitable growth.
As Managing Director of a £7m technical wholesale distribution group, I was recruited to restore commercial discipline, strengthen operational performance and modernise systems after a period of margin pressure and inefficiency. I introduced commercial, operational and financial KPIs, rebuilt forecasting discipline and redesigned demand planning.
Impact:
-
22% revenue growth, including 57% EU sales growth through improved pricing and channel focus
-
21% gross profit uplift, increasing gross margin by 2.1% and PBIT by 78%
-
ERP implementation delivering 95%+ stock availability and reduced working capital
-
OTIF >95% through redesigned forecasting and operational controls
-
Successfully integrated MiDaTech, aligning systems, supply chain and reporting across UK and Poland
Project 2 - Scaling a Technical Manufacturing Business (Sporting Goods, US, EMEA, APAC)
Full P&L leadership, operational restructuring and international expansion.
As Managing Director of a biomechanics‑driven sporting goods manufacturer, I led the commercialisation and scale‑up of technically complex products. I rebuilt the operating model, strengthened manufacturing processes, expanded distribution and embedded a performance‑driven culture across sales, marketing, operations and product development.
Impact:
-
Scaled turnover from $1.5M to $6.48M (332% growth)
-
Improved gross margin from 44% → 56% and EBIT margin from 11% → 36%
-
Reduced COGS by 17% and OpEx by 13%
-
Delivered a 365% increase in shareholder value
-
Expanded global distribution across North America, EMEA and APAC
-
Developed a biomechanics‑based education programme that became a core commercial engine
Project 3 - Building Early‑Stage Operational Capability (Performance Apparel, USA)
Deploying investment, establishing supply chain and achieving breakeven in year one.
As Executive Director of a technical performance apparel business, I deployed $1.8M investment to build early‑stage operational capability, supply chain processes and commercial infrastructure. The business required rapid operational maturity to support product launch and international distribution.
Impact:
-
Achieved breakeven in year one
-
Built full supply chain, manufacturing and operational processes from scratch
-
Secured distribution across US, EMEA and APAC
-
Established commercial frameworks, pricing models and early‑stage go‑to‑market structure
Project 4 - Commercial & Operational Turnaround (Motorsport Experience Business, UK)
Restoring profitability through commercial discipline and operational restructuring.
As Managing Director of a motorsport experience business, I led a full commercial and operational turnaround. The business required stronger commercial discipline, clearer KPIs and a more efficient operating model to restore profitability.
Impact:
-
Delivered 14% revenue growth and 26% margin growth
-
Introduced commercial KPIs, pricing discipline and improved forecasting
-
Restructured operations to improve throughput and customer experience
-
Strengthened leadership capability and decision‑making frameworks