What I bring
I've spent 20 years sitting between the numbers and the people who need to act on them. At enterprise scale, I built forecasting models, redesigned incentive schemes, and presented to boards. I know what it feels like to defend a number in front of a CEO who doesn't like what it says.
I can do the maths and also steer the boardroom. I'm equally comfortable running a Monday morning sales meeting or challenging a Sales Director on why their pipeline isn't converting. I don't just hand over a report and leave. I sit with you, explain what it means, and help you decide what to do next.
Most analytics people stay behind the screen. Most consultants stay in the strategy layer. I work in the gap between the two, where the real decisions happen.
How I work — I join your process, not just your inbox
Weekly: I join your sales meeting. We review what's on track, what's slipping, and what to do about it. I bring the numbers, you bring the context, we make decisions together.
Monthly: I run or co-run your strategy review. We look at the growth levers, check the forecast, and adjust the plan. No surprises on day 30.
Quarterly: We step back and ask bigger questions. Is the incentive scheme still working? Are we chasing the right customers? What should we stop doing?
I stay in the room until your team can run it without me. That's the goal — capability transfer, not dependency.
What this looks like in practice
One client had plenty of reports but no rhythm. Finance, Sales, and Marketing each brought their own numbers. The same issues came back every month because nobody owned the full picture.
I joined as a fractional Head of Growth for six months. I rebuilt reporting into a single growth pack. I redesigned the leadership meetings. I trained the internal analyst to challenge senior stakeholders when the narrative didn't match the data.
After six months, the process continued without me. Forecast surprises reduced. Resources moved from scattered initiatives into fewer, higher-impact actions. The team had a stable system and a meeting structure that forced decisions and follow-through.
What makes me different
I can build the model AND present it to your board. I can challenge your Finance Director on margin assumptions AND coach your sales manager on pipeline discipline. I've done both, for years, at businesses turning over hundreds of millions.
Now I do it for SMEs who can't afford a full-time Head of Analytics but need that level of thinking. You get enterprise-grade commercial analytics at a price that makes sense for your business.
Who I work best with
Business owners and leadership teams who want the truth, not comfort. People who are willing to look at the data and act on it. Leaders who know they're leaving money on the table but don't have time to find it themselves.
If you want someone who'll nod along and tell you everything is fine, I'm not the right fit. If you want someone who'll join your operations, help you execute, and stay until your team owns it — let's talk.