Rather than list roles or titles, it’s more useful to describe the patterns I’ve worked across.
Across multiple ventures and leadership roles, I’ve operated through every phase of the company lifecycle — from early ideation and first capital, through rapid growth and increasing complexity, to exit or wind-down.
That breadth informs how I assess risk, where I focus attention, and how I support founders, executives and boards under pressure.
I’m comfortable in early-stage ambiguity, but equally in the disciplines required as organisations scale: governance, capital efficiency, regulatory engagement and repeatable execution.
This perspective is shaped as much by what didn’t work as by what did, and by the ability to recognise which problems are structural and which are simply part of the journey.