Senior operations & executive partner · London
Complicated business? Good.
A high-EQ operator for complicated people and complicated organisations.
I work with founders, leaders and growing organisations when priorities are multiplying, systems have stopped scaling and important work is falling between the gaps. I bring the judgement, structure and follow-through to make complicated organisations easier to run.
Permanent · Fractional · Project
The business has grown, but its founder or senior leader is still carrying decisions, context, follow-through and organisational memory.
What I do
Create clearer ownership, operating rhythms and follow-through so leadership stops being the operating system for the entire company.
Everybody is doing their job, but information is fragmented and important things keep disappearing between teams.
What I do
Connect decisions, people and information so work has somewhere to live and somebody responsible for moving it.
What worked at five people is creating friction at twenty.
What I do
Work out what needs structure, what needs simplifying and what should probably stop happening altogether.
There are ten important things sitting permanently on the organisational to-do list.
What I do
Separate noise from what actually matters, create a route through it and give the work enough ownership to start moving.
Growth. Restructure. Acquisition. Integration. New leadership. New office. New technology.
What I do
Turn the change into practical actions, ownership and communication while keeping sight of how it lands with the people experiencing it.
There is something important with lots of moving parts and no obvious departmental owner.
What I do
Understand the wider context quickly, create structure around it and stay with the work through execution.
What changes
I am not interested in adding process for the sake of looking organised. Good operations should make work feel lighter.
More organisational capacity without unnecessary bureaucracy.
A point of view
They’re ownership, information or communication problems wearing a process-shaped hat.
Human judgement + operational intelligence
I don’t arrive with an operating manual and try to force a business into it. First I understand how the organisation actually works, where the friction sits, who carries the context and what people are already doing to work around the problem. Then I decide what structure is actually useful.
Acquisition & integration
At Chorus Creative Group, I worked across leadership, workplace, IT, communications, culture and sustainability during acquisition and integration.
My role was often the connective layer: understanding decisions being made in different places, identifying dependencies and turning a complex transition into practical actions people could actually follow.
Complexity: people + operations + systems + change
Sustainability & governance
Sustainability was strategically important to the business, but good intentions alone were not enough.
I helped develop and embed a Sustainable Event Management System aligned with ISO 20121:2024, connecting policy, project delivery, suppliers, measurement, reporting, internal forums and continuous improvement.
The important part wasn’t producing another sustainability document. It was making sustainability part of how work actually happened.
Complexity: governance + behaviour + systems + influence
Business continuity
During a period of restructuring and high delivery pressure, my role became what I described internally as an ‘operational shock absorber’.
I caught unowned work, kept systems usable, connected teams and maintained operational continuity across multiple workstreams.
In 2025, I closed 157 tracked operational tasks while working across culture, systems, sustainability and communications responsibilities.
Complexity: capacity + prioritisation + execution + judgement
High-output creative leaders
Earlier in my career I worked closely with internationally recognised creative leaders including Hans Ulrich Obrist at Serpentine Galleries and Sir Isaac Julien and his studio.
These were high-discretion, internationally connected environments involving exhibitions, publications, interviews, travel, appearances and continuously moving priorities.
The job was not to make highly creative people think more operationally. It was to understand how they thought well enough to build the organisation around what needed to happen.
Complexity: people + discretion + creativity + coordination
Complicated people
Not everybody thinks in workflows. Some founders think aloud. Some change direction halfway through a conversation.
Some see the complete destination before anybody else can see the first step. Some are exceptional at generating possibility and less interested in maintaining the infrastructure underneath it.
I don’t need them to become more operational. My job is to understand how they think well enough to create the structure around them.
I’m equally comfortable with the person who has fifteen ideas and the spreadsheet required to make one of them happen.
Operating principles
A system nobody uses isn’t a system. It’s documentation.
Design around the humans using it, not the software producing it.
Good operations should make an organisation feel lighter, not more bureaucratic.
Structure is only useful when it removes friction.
The founder shouldn’t have to become less visionary for the company to become more organised.
Build around strengths instead of attempting to redesign personalities.
Culture becomes most visible when the business is under pressure.
Values matter most when decisions become difficult.
AI can increase capacity. It can’t decide what matters.
Technology amplifies judgement rather than replacing it.
Senior Operations, Culture & Operations, Executive Business Partner, organisational generalist or appropriate Chief of Staff-style roles. A long-term home where I can understand the organisation deeply and build infrastructure that compounds.
Experienced operational capacity for a founder or leadership team without immediately adding another permanent senior role. Usually focused on infrastructure, priorities, cross-functional ownership or organisational change.
High-trust support around decisions, priorities, stakeholders, projects and follow-through. More operational leverage than a traditional EA relationship, without overstating this as a formal Chief of Staff proposition.
One important thing with a destination but insufficient internal capacity to own all the moving pieces—such as an integration, system implementation, office move, organisational reset, launch or internal programme.
I’m actively interested in the right permanent role while remaining open to fractional and project work where my experience is useful.
Experience as proof
My experience spans the worlds of arts, culture, events and exhibitions, entrepreneurial businesses and private support—working closely with visionary leaders, prolific founders and high-net-worth individuals to bring structure, continuity and momentum to complex work.
Selected environments
Independent practice
From 2013 to 2021, I independently supported founders, entrepreneurs and SMEs across creative, digital and professional-services businesses—designing operational systems and providing the executive support that kept growing work organised.
Independent work is not a newly invented career pivot. It formed a major part of my earlier professional career.
Whether you’re hiring permanently, need extra senior capacity or have one important thing that needs an owner, I’m happy to hear what’s happening.
London · Permanent · Fractional · Project