About
Thirty years in operations. Most of it during service.
I have spent more than three decades in hospitality, moving from front-line roles into senior operational and people leadership. Most of that time has been inside independent, founder-led businesses where the work is varied, the pace is quick and the answer is rarely found in a template.
How I got here
For thirteen years I worked inside a Bristol hospitality group as it grew from two venues to thirteen, supporting around 250 people and roughly £10 million in turnover. I built structure around growth, supported managers, led people practices and delivered openings, systems and change projects alongside everyday operations.
I have also led through the harder chapters: financial pressure, closures, TUPE, redundancy and difficult employee-relations situations. That experience shapes how I work now – commercially realistic, but never careless with people.
Fractional work suits me because it puts that experience exactly where it is needed, at a level growing businesses can genuinely sustain.
How I work
- Clarity is kinder than vagueness.
- Standards and warmth are not opposites.
- Most operational problems are structural, not personal.
- People perform better when expectations are clear and support is real.
- Practical progress beats theoretical perfection.
I am direct, calm and genuinely interested in how a business runs. I will tell you what I think, and I will stay to help you do something about it.
Outside work
I live in Bristol, spend as much time as possible outdoors and have a lasting appreciation for hospitality done well – which usually means someone behind the scenes has thought carefully about the detail.