A clear view across the portfolio
Where platforms, suppliers and delivery commitments stand in each business, what they cost against plan, and which need attention first. Written, comparable and ready for the board pack.
Talk about the portfolioThe technical person in the room
Platform ownership, delivery visibility and supplier accountability for private equity portfolio businesses reporting on a monthly clock, without adding headcount.
Talk through the portfolioFor the fund, and for the business
Someone senior who owns delivery
An experienced delivery lead for agreed days each month: managing agencies against written criteria, keeping budgets and scope visible, and reporting in the format the fund expects.
Talk about your businessGrowing businesses can inherit overlapping systems, suppliers and delivery commitments. A shared view of priorities, costs and responsibilities helps leadership decide what to address first.
My focus is operational delivery: clarifying the work, coordinating suppliers and making progress and costs visible. The scope is agreed around the business and its existing team.
Delivery support during change
I can help map systems, delivery commitments and dependencies during business change. Transaction due diligence, investment advice and formal assurance require a separately agreed scope and appropriate specialist expertise.
Commercial discipline
As head of delivery in all but title at two agencies, I owned project and retainer portfolios in six and seven figures, including several concurrent Adobe Commerce sites for one international group. I apply the same discipline of briefs, budgets, supplier proposals and acceptance criteria to the agreed work.
Full experienceA sample 100-day estate report
The written picture of the estate, the delivery position and the suppliers, on a fictional portfolio business.
The first 100 days, in writing
Weeks 1–2: the conversation and the brief
With the operating partner and the business: what the fund needs to see, what leadership is worried about, and which platforms and suppliers are in scope.
Weeks 3–6: the estate review
Platforms, contracts, suppliers, open commitments and spend, written up with the risks ranked and what each would cost to address.
Weeks 7–10: priorities agreed
A short list of what to fix first, with owners, milestone costs and a test for what done looks like, signed off by leadership.
Week 11 onwards: delivery, reported monthly
Suppliers managed against the written criteria, and one page each month for the board pack. Agreed days, stopping when the business can own it.
You work with me, not a team behind me
- Direct access. The person you brief is the person who does the work. You can call or email me directly.
- Capacity. Time is agreed in days each month before we start, so you know what you are getting.
- Continuity. Everything I run is built so you can see where things stand without having to ask. The work is documented as it goes, and it ends with a named internal owner.
- Specialists. Where the work needs a developer, designer or other specialist, I bring them in for that project and manage them.
How it’s priced
From £3,600 a month for a day a week, or £6,800 for two, invoiced monthly. Minimum three months, then 30 days’ notice either way.
How fractional delivery leadership worksA portfolio business that needs a clearer view?
Tell me about the business and what the fund needs to see. I’ll say what I’d look at first, and whether I’m the right fit.
Let’s talk