Start with clarity.
Most conversations start too late —
after frustration has built, momentum is lost, and decisions have already slowed.
This one doesn't.
When it makes sense to reach out
A conversation is useful if you're noticing things like:
- Decisions taking longer than the business expects
- Procurement involved too late to shape outcomes
- Suppliers ready to move, but internal processes slowing things down
- Leadership alignment without clear ownership
- Growing frustration with how long "simple" decisions take
You don't need to be sure what the problem is.
You just need a sense that friction is getting in the way.
What happens when you do
This isn't a sales call.
There's no deck.
No pitch.
No predefined programme.
Instead, we'll:
- talk through where decisions slow down in practice
- identify whether the friction is structural, behavioural, or role-related
- be honest about whether I'm the right person to help
Sometimes that leads to an engagement.
Sometimes it leads to a clearer internal conversation on your side.
Both are useful outcomes.
How I typically work with clients
If we do decide to work together, it's usually through:
- Interim leadership during periods of change or pressure
- Targeted interventions to remove specific decision bottlenecks
- Board-level advisory on procurement and commercial decision-making