I help industrial, manufacturing and distribution businesses convert operational activity into EBITDA, cash flow and enterprise value.
For boards, chairs and investors looking for CEO, Interim CEO or Operating Partner execution.
View Mandates →For CEOs and founders dealing with margin leakage, working capital pressure or execution drift.
Profit & Working Capital →For leaders who want to diagnose where value is leaking before committing to action.
Start Diagnostic →For PE partners, founders and boards focused on diligence, integration, exit readiness or sell-side preparation.
Transactions →Most performance gaps do not sit in one function. They move through the business — from demand quality to pricing discipline, cash conversion, execution cadence, branch performance and visibility.
Where this fits
Demand → Pricing → Cash → EBITDA → Network → Visibility → Value
Activity doesn’t translate cleanly into outcomes. Accountability erodes quietly.
Acquisitions don’t deliver expected value. The synergies stay on the slide deck.
Most businesses manage these in silos. The gap between what the P&L shows and what the business actually generates is where value is lost — and where it can be recovered.
Quantify the pricing gap, release working capital, and model exit value — using operator-built tools that give you real numbers, not estimates.
CEO, Managing Director and Operating Partner roles in industrial, manufacturing and distribution businesses — across turnaround, transition and growth mandates in Australia and APAC.
I start with a commercial and operational audit — pricing, margin, working capital, execution cadence. No assumptions. Real numbers from inside the business.
A structured improvement plan with clear priorities, owners, timelines and metrics. Not a strategy document — a working tool that drives weekly decisions.
I hold the P&L. I sit in the operating cadence. I make or support the decisions that move the numbers. Results are measured, not reported.
Whether stabilising, preparing for exit, or transitioning to permanent leadership — the goal is a business that runs without me.
Pricing discipline, cost structure, commercial accountability. Typically 300–500bps in the first engagement.
Explore →Inventory, debtors, supplier terms and freight recovery. Cash flow improvement that compounds.
Explore →EBITDA normalisation, management development, value gap closure. Preparing the business for PE scrutiny.
Explore →100-day plans, commercial assessment, management alignment. Protecting value in the critical months after close.
Explore →Full P&L CEO leadership. Industrial, manufacturing and distribution businesses across ANZ and APAC.
Explore →Embedded in PE-backed and founder-led businesses. EBITDA improvement with full accountability to the board.
Explore →Find the cash trapped in your inventory, receivables and payables — and model what releasing it does to your enterprise value.
Open CalculatorQuantify the EBITDA impact of pricing discipline — by product, channel and customer. See where margin is being left behind.
Open CalculatorModel your exit valuation under different EBITDA scenarios — and understand what operational levers move the multiple.
Open CalculatorWhether you’re preparing for exit, stabilising post-acquisition, or working through a performance gap — the conversation starts here.
