ABOUT
A fractional CRO and GTM advisor. But probably not the kind you’re used to seeing.
WHO AM I
Most CROs come up through sales. I didn't. I came up through marketing, data and customer experience, and that shapes everything about how I think about growth.
I don't come in to run a sales team or own a number. I come in to build the GTM function around the full customer journey, across marketing, sales, customer success, product and everything in between, so that all of it is working together rather than in spite of each other.
Most CROs from a sales background see revenue as a pipeline and conversion challenge. I see it as a human centred design challenge. That's a different starting point, and it leads to different answers.
At the heart of how I work is a simple belief. The businesses that grow sustainably are the ones that are genuinely human centred. When your customers and your employees are truly aligned around what you're building and why, you create better products and better experiences. The product has to be great. But in B2B today, people aren't just evaluating what you sell. They're evaluating whether they want to be associated with you. That shift changes everything about how GTM should work.
THE THESIS
Here's how I think about it. Human centred is the input. Design centred is the discipline. A great product experience is the output. Positive commercial results are the lagging indicator, not the goal in itself.
Human centred means two groups, not one. Customers who feel genuinely served, and employees who feel genuinely invested. When those two things are aligned, you tend to build products and experiences that solve real problems people actually have. And when you're genuinely aligned around your customers and your people, that alignment expresses itself through design. Not just how things look, but how they work, how they feel, how they're experienced end to end. A human centred business is almost always a design centred business.
| Most CROs see revenue as a pipeline challenge. I see it as a human centred challenge.
And in a world where AI is accelerating everything about GTM, this matters more than it ever has. More channels, more automation, more speed, more noise. In that environment the businesses that win aren't the ones that automate the most. They're the ones that stay closest to their customers and their people. If your GTM isn't built on a human centred foundation, AI will just make you worse faster. If it is, it becomes a genuine amplifier of something worth amplifying.
| AI is a tool. Human centred is the strategy.
HOW I WORK
I start by listening. Before I recommend anything, I want to understand the business properly. The customers, the team, the commercial model, what's working and what isn't. That diagnostic phase matters more than most people expect, because the problems that show up on the surface are rarely the ones worth solving first.
From there it depends on what the business needs. Sometimes that's strategy: getting clear on who you're selling to, how you're positioning, what your GTM motion should look like. Sometimes it's execution: getting the right team in place, building the right processes, making things actually happen. Often it's both, and it shifts as we go.
The through-line is always the same. Get the customer at the centre. Build the team and GTM around that. Make sure the people delivering the experience are as invested as the customers receiving it. When that alignment exists, the product experience improves, the commercial results follow, and growth becomes something that compounds rather than stalls
EXPERIENCE
Twenty-five years across agencies, large corporates, startups and scale-ups has given me a breadth of experience that genuinely matters for this kind of work. I've seen what breaks at every stage and in every direction.
The headline number is MOO. Nine years as part of the senior leadership team that grew the business from $15m to over $150m in revenue. Within that I built MOO Business Services from scratch: a B2B SaaS and physical product offering that went from $1m to $50m+ in six years, with 20,000+ customers and an NPS consistently above 70. MOO was a genuinely design led business, and that wasn't just a brand choice — it was a commercial one. The way the product looked and felt, the way the experience was crafted, the way the brand communicated, all of it was an expression of genuine customer understanding. That's the human centred to design centred connection in practice.
Before MOO: News UK, a loyalty platform startup - Coniq, and smaller database marketing agencies. After MOO: CRO roles at Mayzing and Aareon UK, where a full GTM restructure turned a £600k monthly loss into a £200k monthly profit inside twelve months. And now: Fractional CRO, building the GTM function for Distribution Engine from scratch.
A few years ago I made a deliberate choice to go fractional. Not because the full-time opportunities weren't there, but because I can have more impact working across businesses where the GTM foundations are being laid or rebuilt. That's the stage where outside perspective and experience makes the biggest difference, and it's where I want to spend my time.
ON THE US
UK is not the US. And the US is not the US either.
Most UK businesses that try to crack America underestimate both of those things. The culture is different, the way people buy is different, and Boston is nothing like Austin, which is nothing like Nashville. You have to be in it, with teams that are close to the customer, embedded in the market, building relationships the right way.
I know this because I've done it. At MOO I built US-based GTM teams across Denver, Providence and Boston. At Distribution Engine I've done the same thing again, building sales and customer success functions in Austin and Nashville from a UK base. Customer proximity is not optional. Everything else follows from it.
BEYOND LUNIC
Alongside my fractional work, I co-founded Kaai, a business rooted in exactly the same belief about people, creativity and growth.
If you're reading this and thinking your GTM needs building or rebuilding, or you're not sure why growth has stalled despite the product being good, I'd love to have a conversation. Not a pitch, just a chat. Feel free to schedule a meeting.
MARKETS
UK, Europe and US
B2B, B2B2C, B2C.
SaaS, ecommerce, markeplace