Operational Leadership Advisory
What I do: I help boards, CEOs and founders of owner-led businesses grow, lift profitability and solve the problems holding them back — as an operator who has run companies, not just advised them.
Who I am
Two decades across founder, CFO, COO and GM roles — retail, financial services, energy, automotive and childcare — building, financing and exiting real businesses. A CPA and AICD graduate who has carried the weight of the numbers and the people, not just recommended a course of action.
I fix and grow owner-led businesses because I have run them myself. Most engagements sit with companies under $200M in turnover, where the right change lands hardest and fastest.
Advice you can act on — and, when it's needed, an operator who will act on it with you.
Grew a family business into a national provider of ~2,500 staff and ~300 sites — then founded and exited my own company.
Group CFO, COO and GM across sectors — financing, restructuring and lifting the profitability of complex businesses.
CPA and AICD-qualified — I speak the board's language and translate strategy into commercial and cultural change that holds.
Who I help
I work directly with the people who carry the weight of the business — on the growth and the problems that matter most to each of them.
Independent, commercially fluent counsel on strategy, performance, risk and value — from someone who has been accountable for delivery, not just advice.
A sounding board and a second pair of hands on growth, operating rhythm and the hard calls — turning intent into results.
Practical support for CFOs, COOs and functional heads — building the systems, structure and reporting that let a team scale.
A fellow founder to help you professionalise, raise capital, prepare for transaction or simply get out of your own way and grow.
How I work
The same method in every engagement: understand the business on its own terms, then make the changes that actually move it.
Most problems are both a numbers problem and a people problem. I read them together, because fixing one without the other never holds.
Stabilise first, then improve. Decisions grounded in the numbers and delivered in weeks, not quarters — with quick, measurable wins.
I work inside the business alongside the team, owning outcomes rather than handing over a report. When it needs an operator, I step in and run it.
What I do
From the boardroom to the operating floor — advisory and, when it's needed, an operator who steps in and runs it.
Independent counsel on strategy, performance and risk — commercially fluent, CPA and AICD-qualified.
Find the growth, right-size the cost base and lift margin — grounded in the numbers, delivered in weeks.
Halt the cash burn, steady the team and restore control — fast, calm and evidence-led.
Due-diligence support, capital and debt raising and deal readiness — alongside your advisers.
Identify efficiencies and enterprise-value upside, then deploy the changes that realise it.
When a business needs a hand on the wheel, I step in and run the function or the group until it's steady and set to scale.
Where an engagement needs finance-function execution — payroll, bookkeeping or tax — I bring in specialist partners. PK Growth Solutions stays focused on advisory and leadership.
Track record at a glance
Engaged to steady a payroll-system transition. When the CFO left overnight I stepped in, rebuilt finance and recruited a new CFO — and over five months earnings improved, outperforming the prior year.
Briefed to reverse the cash burn within a month. Right-sized the cost base and aligned leadership on the numbers — turning ~$100k/month burn into ~$400k/month positive contribution in four weeks.
A strategic review ahead of a majority sale within three years. Working with the owners and CEO on efficiency, profitability and scale, with $3–5M of enterprise-value uplift identified in three weeks.
As an international parent brought its Australian licence back in-house, scoped the local operating requirements and stand-up of finance operations.
Supporting a major capital raise for a new production facility — due-diligence support alongside the company's advisers.
Buy-side due diligence on a majority sale in consumer health, and a five-year plan and model for an impact food-distribution founder ahead of a Series A raise.
Delivered at Dillon Clyne. These engagements were led during 2024–2026 while I established and ran the firm's corporate advisory division. The capability is mine; any finance-function execution is handled by specialist partners.
Let's talk
A no-obligation discussion about where the business is, what's holding it back, and whether I'm the right person to help.
A short, sharp review of the commercials and the culture, with a clear, prioritised set of actions.
Board and C-suite advisory, or an operator who steps in and runs it — scaled to what you need.
Tell me a little about the business and what's on your mind. I read every message and reply personally.
