A banker's eye. A builder's hands.

Most owner-managed businesses get to a point where what makes them work lives in one person's head. The decisions, the exceptions, the way things are actually done. The business runs because that person keeps holding it together.

That's usually how these businesses got built. Not a mistake. But it does become the ceiling.

I work with founders to move what's in their head into how the company actually runs. The decisions that still come back to you. The processes that only exist in memory. The tools that don't talk to each other, and the manual work someone does to bridge them. We map it, design it together, and build it into systems your team can run. So the business holds together whether you're in the room or not.

That's where most engagements start.

For founders thinking about a sale, a handover, or stepping back from the daily work, that same foundation does a second job. A buyer doesn't just ask whether the business runs. They ask whether it runs without you. The systems, the documentation, the team that can carry it. That's the evidence. Key-person risk, addressed before a buyer prices it.

I started in corporate finance at BNP Paribas, pricing deals from the buyer's side. Now I sit on the other side, building the operational strength that makes a business worth buying, or just worth running without its founder carrying it alone.

I take on a small number of owner-managed businesses at a time. Everything is designed with you, built with your team, and handed over. The work is done when you stop needing me. That's the measure of it.