-> Fractional CRO services for B2B technology startups

-> Built the revenue operating system that turned founder-led selling into predictable execution: pipeline discipline, forecasting cadence, stage definitions, deal governance, and GTM handoffs. -> Delivered revenue durability across the enterprise cohort on annual renewal contracts, preserving ARR and reducing replacement and CAC drag. -> Closed and managed enterprise accounts across North America, Europe, and Australia, navigating complex stakeholder environments and multi-region delivery realities. -> Built and scaled a Global Implementation Partner channel post COVID: Improved speed to value by expanding implementation capacity through partners and process redesign, reducing constraints on onboarding and time to revenue. -> Mentored leaders and teams through scale and change i.e. building confidence, decision discipline, and execution rhythm, so the organization could grow without heroics.

-> Revenue and Team Growth Strategist and Advisor

-> Rescue CEO / turnaround leader for a distressed rewards/technology business with seven-figure monthly losses (local currency) and an eight-figure cash deficit, restoring profitability within 12 months and positioning the business for sale as a going concern. -> Stabilized liquidity by restructuring working capital: managed an eight-figure debtor book and drove collections, triaging recoverability (with ~20% deemed uncollectable) to stop cash bleed and restore control. -> Delivered a structural cost reset by redesigning operations for autonomy i.e. automating human-dependent workflows and reducing operating drag across core technical and business processes. -> Installed process automation, improving operating leverage while maintaining service continuity and protecting customer commitments. -> Reversed a severe retention crisis by reducing churn from ~30%+ to near zero, preserving recurring revenue and rebuilding customer confidence. -> Implemented disciplined governance and execution rhythm (cash oversight, collections cadence, operational KPIs), moving the business from reactive firefighting to controlled execution. -> Restarted growth by rebuilding the acquisition motion alongside retention recovery—transitioning the business from survival mode to sustainable performance improvement. -> Transformed an insolvency-risk scenario into a saleable asset by improving revenue durability, operational reliability, and profitability, in so doing, enabling an exit as a going concern.

-> Led the Financial Services Technology Division across 30+ customer accounts, managing 5 Directors and their teams, with responsibility for account growth, delivery performance, and executive stakeholder management. -> Grew the division revenue base by double digits year over year by securing long-term contracts and expanding project scope within existing enterprise accounts. -> Directed regional strategy to expand existing accounts and acquire new enterprise clients across Africa, increasing market share through disciplined account planning and execution. -> Built a repeatable quarterly governance cadence (account reviews, delivery health, roadmap/value realization), improving retention and creating a more predictable pipeline of expansions. -> Strengthened commercial outcomes by improving deal quality, renewal posture, and stakeholder alignment—reducing “one-off” delivery risk and increasing multi-period revenue durability. -> Improved execution consistency across a broad portfolio by tightening operating rhythm between account leadership, delivery teams, and client stakeholders, resulting in steadier performance without proportional leadership-layer expansion. -> Developed and coached senior leaders (Directors and managers), raising capability in planning, negotiation, and delivery governance, thus building a stronger leadership bench and a healthier operating culture.

Technology training and support for architects and specialist presenting at global trade shows.

Design of high-rise apartment buildings and frail care centers for the elderly.