Not a menu.
A set of capabilities.

For companies who need to build, reset, or scale a strategic commercial relationship.

Most partnerships fail not because the numbers are wrong but because the structure underneath them is. The targets aren't tied to the right behaviours. The co-development components don't create real dependency. The commercial framework looks fine in a presentation but doesn't survive the first renegotiation. I've designed, negotiated, and delivered partnerships at $1B+ scale. I know the difference between a deal that looks good and a deal that works.

Typical scope: 3–6 months, project or retainer basis.

For companies who have relationships but not a system.

If you're negotiating every deal from scratch, if your regional teams are operating differently, if you don't know what good looks like compared to market — this is the work. Building the commercial logic that allows a strategic partnership to scale: rate structures, tier design, preferred partner mechanics, deal templates, and the playbook that lets a sales or BD team execute consistently without starting from zero every time.

Typical scope: 4–8 weeks, project basis.

For tech companies entering EMEA or building their agency partnerships function from scratch.

I built the EMEA agency infrastructure at Microsoft from nothing. I've expanded from NA into every major international market. I understand what works in London that doesn't work in Paris, what works in Paris that doesn't work in Tokyo, and why that matters commercially. I also understand the difference between a market entry strategy that exists on paper and one that's built for a real sales team to execute.

Typical scope: 6–10 weeks, project basis.

For organisations that need to make better decisions about where and how they invest in marketing.

I started my career in campaign effectiveness and performance analytics. Before the commercial strategy work, before the platform roles, there was the discipline of understanding what marketing actually does and measuring it rigorously. Whether it's building the measurement framework that finally connects spend to outcome, auditing a performance marketing function that's grown too fast to stay coherent, or designing the analytical infrastructure that allows a team to make faster and better decisions — this is where the strategic and the analytical meet.

Typical scope: 4–10 weeks, project or embedded advisory basis.

For senior leaders building a commercial function or navigating significant change.

I've led teams through mergers, restructures, rapid growth, and strategic pivots — at Mindshare (50+ team integration), Google (12-person market expansion), Microsoft (global multi-functional stakeholder environment). I've maintained an 89% manager rating versus a 74% company average. I know what makes a team work at the highest level, and I know what gets in the way.

Typical scope: Ongoing retainer or structured 3–6 month programme.