Six ways to engage, depending on what the situation needs.
Our services
Our approach is operational: we work from inside the business at operating-board level, doing the work rather than recommending it. Every engagement starts with a diagnostic and a point of view formed openly with the leadership team, which we then act on. Outcomes are measured in EBITDA, yield, customer satisfaction, conversion and retention, with visible commercial change typically inside ninety days and material EBITDA impact within twelve to eighteen months.
We work broadly with complex, multi-site businesses with perishable inventory. Our deepest sector experience is in travel, leisure, hospitality and property, particularly cruise. The team has run commercial performance across UK, international and emerging markets, including Asia Pacific.
Interim executive
A full-time executive role at operating-board level for a defined period, typically Interim CEO or Interim CCO, for six to eighteen months. We are embedded inside the business within two weeks of engagement, with full accountability for the seat (including the P&L where it applies), reporting to the sponsor or board as the permanent hire would. Used to lead a commercial turnaround, run a business through a transition or separation, or step up performance ahead of a fundraise, refinancing or transaction. We take no parallel engagements while in the role. Handover to the permanent successor is part of the work → Discuss your assignment
Initiative leadership
Leading a commercial initiative end-to-end — for instance a new market entry, a sales operating model rebuild, a pricing reset, a customer service transformation or a brand reposition. We work alongside the executive team rather than embedding in a seat, take ownership against a single named outcome, and bring in specialist partner firms from our network where the work needs them. Typically six to twelve months, scoped to the outcome rather than a calendar. Used when the work is bigger than a project but does not justify a full C-suite seat, and the leadership team wants someone to own it end-to-end → Discuss your assignment
Due diligence advisory
Pre-investment commercial assessment for the sponsor's deal team, delivered to the deal timetable. We stress-test the commercial thesis, size the achievable upside, and identify the operational levers and risks that determine whether the investment works, from an operator's perspective. Typical engagement is four to six weeks, ending in a sponsor-ready commercial view: the upside in concrete operating terms, the work required to land it, and an honest read on the risks → Discuss your assignment
Value creation planning
Building or refining the commercial value creation plan in the first hundred days after a deal closes. We embed alongside the management team, full or part-time, and translate the investment thesis into a sequenced commercial plan with named owners, KPIs, milestones and a reporting cadence the sponsors can run on. We hand back the plan itself, not a deck — with the early workstreams already in motion. Used by sponsors who want operating-level rigour applied to the VCP and a plan that survives contact with the business → Discuss your assignment
Portfolio company operations support
Ongoing commercial leadership for a portfolio company through the hold period. Typically a fractional engagement at operating-board level — one to three days a week, twelve to thirty-six months — working alongside the CEO and management team to drive commercial performance. We attend the operating board, sit in on monthly P&L reviews, and provide candid challenge on revenue, yield, customer experience and team. Sponsor visibility throughout: regular updates to the deal partner and lead operator, and a direct line if performance or strategy needs to shift. Used by sponsors who want experienced commercial support inside the company without a permanent senior hire → Discuss your assignment
Exit preparation
Preparing the commercial story for a sale or refinancing. Typically engaged six to eighteen months before exit, when the trajectory is set but the gap between current performance and target valuation still needs closing. Includes commercial vendor due diligence support, equity narrative development alongside management and bankers, and the performance moves — pricing, channel, retention, customer experience — that close it and stand up to buyer scrutiny. We work alongside the management team, so the story is one the CEO can defend in every buyer meeting → Discuss your assignment