Commercial Operating Partner

Revenue is growing.
Profit isn't.
That's an operating model problem.

I find where profit leaks out of growing businesses, and fix it. I work with founder-led businesses where growth has outpaced the operating model, rebuilding the commercial discipline, delivery rhythm and sustainable margin underneath it.

Sales kept rising. Profit was falling away. It was never a sales problem.

A founder-led services business growing revenue year on year, with margin sliding underneath it. The room wanted to sell harder. The numbers pointed the other way.

I rebuilt the commercial baseline: what the work actually cost to deliver, real utilisation instead of best-case, and where the cost structure had outrun the revenue base. The leaks sat in pricing, capacity and cost, not the top line.

The fix did not depend on a single new client. Repairing the operating model returned more profit than chasing growth would have.

Read the case studies →

Revenue Profit

Background

Nearly twenty years inside Australia’s most recognised brands, large agencies and founder-led businesses, including Asahi, Altius Group and Lifestyle Communities.

For the last six, I’ve been the one accountable when revenue didn’t turn into profit: as General Manager, owning pricing, capacity and margin on the P&L.

General Manager, digital product & platform consultancy · Executive MBA, Melbourne Business School

Why I do this

Good businesses shouldn’t have to keep working harder for less. I’ve seen too many founders celebrate the win, break themselves delivering it, and still wonder why the money never really shows up. I love finding the commercial and operational shifts that turn effort into margin, and margin into cash.

Why founders bring me in

I don’t sell more revenue.

I protect the revenue you already have, and make sure it converts to profit.

I sit between finance, sales and delivery.

That’s where margin actually leaks: in the handoffs, the pricing calls and the promises made under pressure.

No strategy decks.

I rebuild the commercial operating model and stay until it holds.

I’ve carried the margin myself.

On the P&L, as General Manager. This isn’t advice from the side.

Ways to work together

Find the leak. Fix the leak. Keep it fixed. Three ways to work together, depending on where you are.

01 Start here Find the leak

Find where profit is leaking

A fixed-scope, three-week review of where revenue leaks before it reaches profit: pricing against your true cost of delivery, capacity you’re paying for but not billing, and margin lost between sale and delivery. Ends with a sized opportunity in dollars and a sequenced fix list with owners.

Diagnostic · Fixed fee · Three weeks

02 Fix the leak

Repair the operating model

One fix, done properly, in six to twelve weeks with a defined end point. Reprice the rate card against your real cost floor. Build the capacity plan that stops paying for bench weeks. Reset the delivery rhythm that’s burning margin between sale and invoice. Scoped from the diagnostic, so we fix the biggest leak, not the loudest one.

Project · Fixed fee · 6–12 weeks

03 Keep it fixed

Protect margin as you grow

One day a week alongside the founder. A weekly commercial rhythm, a monthly margin review, and someone holding pricing discipline when the next deal tempts you to discount. Not a COO running the machine. The person who keeps the commercial decisions behind it right.

Fractional · Retainer · One day a week

Get in touch

If this sounds like your business, let’s talk.

The last business I did this for went from -6% to +11% profit in a year.

Book a 30-minute intro call Or call me directly

Thirty minutes. If there’s no margin to find, I’ll say so.

Revenue is growing.Profit isn't.That's an operating model problem.