I’ve spent my career being the person in the room who sees how everything connects - across strategy, product, brand, operations, people. The one who spots the pattern before anyone else has named it. The one who can hold the whole picture in their head and work out the fastest, most effective route from where you are to where you want to be.

It took me a long time to understand why my brain works this way. When I discovered my neurodivergent profile, it reframed everything - and it changed the work I do and how I do it.

I’m a Strategy Translator and Operational Catalyst for creative and neurodivergent founders. I work with founders at the moment when the business is starting to scale but everything is still running through their head. The vision is there, the energy is there — but somewhere between what they can see and what the team can execute, things are getting lost.

I’ve watched this pattern repeat itself across every business I’ve worked in and every founder I’ve supported. A brilliant, creative mind that sees patterns and connections others miss. A way of working that drove the business to where it is - but that doesn’t scale the way they need it to. The advice they get is usually the same: add a COO, build more structure, slow down. But those solutions often make things worse, because they’re built for a different kind of brain. What actually works is building the structures and processes around how the founder thinks - not asking them to think differently.

That’s what I do.

I take what’s in your head, make it legible for your team, and build the operating rhythm that allows your vision to move through the business. I connect the dots between strategy, product, brand, operations and people - so you can trust that things are getting done, your team knows where they’re going, and you have space to direct your energy where you’re strongest.

I can challenge you - but I won’t force anything on you. My aim is always clarity and forward momentum, in a way that works with how your brain is built, not against it.

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How I Got Here:

My career has taken me through some of the most exciting and innovative consumer businesses of the last fifteen years - cycling and sportswear, lifestyle and wellness, circular economy, mental health, and outdoor. The thread running through all of it is the same: I’m drawn to businesses that are building something better, not just bigger. Businesses that care about the product, the customer, and the impact they’re having on the world.

At Rapha I learned what it looks like when a brand scales with genuine purpose — from a passionate founder-led business to a globally recognised brand. At Mahabis I worked through the harder, messier reality of rebuilding and pivoting a business under pressure.

Then I took the leap of building my own. Going through that process - finding my customers, building collaborator relationships, pivoting when things didn’t work as expected, learning what I actually had to offer and who needed it most - taught me things I couldn’t have learned any other way. It gave me a founder’s perspective that sits alongside everything else I bring. I know what it feels like to be in that position, not just to observe it.

Across all of this, and through the founder-led businesses and entrepreneurs I’ve mentored and advised, I kept seeing the same gap. And I became obsessed with how to close it.

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Who I Work Best With:

Creative and neurodivergent founders who are building businesses they genuinely believe in. You’re at the point where it’s becoming too much to hold alone — where your thinking needs to exist outside your head and move through your team, but the usual solutions don’t fit how you work. You want someone who gets it. Who can challenge you without trying to change you. Who will create the environment for your success to grow.

I also care deeply about governance, doing good, and building businesses with meaning - and I bring that into everything I do.

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What I’ve Learned:

After years of working across industries, functions, and stages of growth, what I know is this: the most important thing isn’t the structure you build. It’s whether the structure works for the people at the centre of the business. Get that right, and everything else follows.