Turn AI into new revenue and better business.

Dan has worked with our executive team through every major inflexion point of the last five years: leading the carve-out from our parent company, facilitating our strategy development and driving turnaround plans.

He is someone I would want in the room when a decision is genuinely difficult. Dan stays calm, has clarity of thought, and will challenge the obvious answer. He also sees the second-order effects, connecting a decision in one area to its impact across the business.

A standout trait is his focus on the true constraint. His advice kept bringing us back to the bottleneck that mattered, and to where our limited resources would make the most difference.

Dan brought real commercial and creative thinking to our growth work.

He facilitated our strategy and innovation sessions, introducing models and frameworks to the leadership to help turn a long list of ideas into a prioritised portfolio.

Dan was also the person the executive team turned to for clarity when the stakes were high. Give him a complex, messy problem, and he would find what really mattered, then turn it into a clear story our board and stakeholders could act on.

I worked with Dan on the transition board to transfer a high-stakes public contract to a new operator, on an accelerated timeline. He led the three stakeholder groups with real clarity, gave each party the level of detail it needed, and kept the discussion on the decisions during moments of competing interests.

I worked with Dan on two occasions: first as part of the core programme team at a major retail services business, delivering a broad business transformation to the value proposition; and later with a mid-market manufacturer navigating business model innovation. Dan had a rare ability to connect operational detail to strategic outcomes, and I would not hesitate to recommend him to any leadership team navigating complex change.