CEO · MANAGING DIRECTOR · OPERATING PARTNER
Improve EBITDA, cash flow and enterprise value across complex manufacturing, distribution and multi-channel businesses.
CEO, Managing Director and Operating Partner with deep experience leading complex manufacturing, distribution and multi-channel businesses across Australia, New Zealand and Asia Pacific.
I work with founders, boards and private equity firms when execution has drifted, performance has stalled or the business needs experienced operational leadership from inside the business—not outside it.
Where Is Value Leaking?
Choose the challenge that feels most familiar.
Profit isn't converting.
Revenue is growing, but EBITDA is not following. The gap is pricing structure, cost drift or margin leaking at the operating level.
Pricing Discipline and Margin ImprovementCash keeps disappearing.
Profitable on paper, but cash isn't converting. Inventory climbing, debtor terms drifting, working capital absorbing margin.
Profit and Working CapitalWe can't trust our numbers.
Reports are lagging. Variance analysis is retrospective. Forecast integrity is low. The business moves, but leadership can't see it.
Execution Cadence FrameworkPricing discipline has slipped.
Discounting has become the default. Product mix drifting toward lower-margin lines. Pricing made at the sales floor, not the board table.
Pricing Discipline and Margin ImprovementDecisions keep coming back to me.
Every decision ends up on the CEO's desk. Managers escalate instead of owning. Growth is limited by one person's bandwidth.
Decision CentreGrowth has become harder to manage.
The business has outgrown its systems, processes and leadership structure. Scale has added complexity faster than capability.
Operating ModelLeadership isn't operating together.
No shared accountability. Departments optimise for themselves. Execution rhythm is inconsistent. Decisions drift after they're made.
Operating Model vs Operating RhythmToo much depends on one person.
The business performs—but depends entirely on one or two people. PE buyers discount this heavily. Valuation gets reduced because of it.
Founder ReadinessOperational discipline is slipping.
Quality issues appearing. Lead times unreliable. Cost control has drifted. Processes aren't being followed consistently across the business.
Performance Reporting vs Operational VisibilityCommercial performance is inconsistent.
Forecasts are always wrong. Customer acquisition unpredictable. Customer retention declining. Sales processes are ad-hoc. Pipeline visibility is low.
Commercial Performance EngineBuyers will discount us.
PE sees EBITDA quality, pricing discipline, working capital and founder dependency before anything else. Valuation is determined in the 12–24 months before a sale.
Exit Readiness and EBITDA ValuationWe know something is wrong.
The numbers are moving in the wrong direction. Something is creating drag. You can feel it in the business, but can't pinpoint where value is actually leaking.
Client Value Leakage DiagnosticOperating Experience
20+
Years
Revenue Managed
$110M+
Annual
EBITDA Growth
300%
Polyflor Australia
PE Exit Multiple
17×
EBIT · Dotmar
Why These Issues Compound
The Commercial Engine Behind The Numbers
These issues compound through the same operating system. That's where EBITDA, cash and enterprise value are created—or lost.
Pricing → Margin
Discipline at the transaction level converts to EBITDA at the P&L level.
Working Capital → Cash
Inventory, debtor and creditor control determines whether EBITDA becomes actual cash.
Visibility → Confidence
Operating cadence and forecast integrity create the confidence buyers and boards require.
Ideal Mandate Profile
The Businesses I Typically Work With
Established industrial businesses with a specific performance, transition or transaction challenge.
Founder-led businesses preparing for growth, succession or sale
Private equity portfolio companies during the hold period
Manufacturing and industrial processing businesses
Distribution and branch-based operating models
Multi-site businesses requiring stronger operating cadence
Businesses where EBITDA, cash flow or execution has drifted
Typical Scope
Scale & Complexity
Most mandates centre on operational complexity, not strategy.
Revenue typically $20M–250M+
ANZ and APAC operating footprints
Manufacturing, industrial products and distribution
Multi-site branch and service networks
Founder-to-management transitions
Post-acquisition integration and value creation
Pricing, margin, working capital and execution improvement
Sale preparation and transaction readiness
Wholesale, retail and specification channels
B2B, B2B2B and B2B2C operating models
Commercial, industrial and government markets
Evidence
Track Record Highlights
17×
Exit Multiple
PE Exit · Dotmar · Crescent
Revenue $38m→$93m. Gross margin +500bps. Operational restructure and commercial rebuild across 14 ANZ sites.
300%
EBITDA Growth
Polyflor Australia
Pricing discipline, product mix and operating leverage within broader APAC mandate across 12 countries.
~85%
EBIT Improvement
Plascorp
Operating control, commercial discipline and execution focus inside a PVC and steel reinforcement manufacturer.
How I Work
Executive Mandates
Most situations need an operator inside the business with accountability for cadence, decisions and results.
Full Mandate
CEO / Managing Director
Full P&L ownership, operating authority and accountability for business performance. Permanent or defined-term engagement.
Immediate Deployment
Interim CEO / Acting MD
Immediate leadership inside a defined performance, transition or ownership window. Deployable within days with full accountability from day one.
PE Hold Period
Operating Partner
Embedded value creation support across EBITDA growth, working capital, execution cadence and exit preparation.
Preparation
Before You Say Yes To Private Equity
Valuation is determined in the 12–24 months before a sale, not in the data room. PE focuses on EBITDA quality, pricing discipline, working capital and founder dependency.
What PE sees before you sit down with them. How to fix operational gaps before they discount valuation. The operating improvements that matter most in a transaction.
The checklist most founders don't review until it's too late.
Start with the issue you recognise.
Click into the operating challenge that feels most familiar. Or if the gap feels more systemic, run the diagnostic first.