Selected mandates. Not a gallery of stock photographs.

Non-Executive Director · six years

Construction group

Appointed to assist growth of a young construction group. Workshops to lock director requirements and direction. Strategy road-mapped; business plan set on process and procedure.

Then the test: FD fraud, cashflow stress, bankers, HMRC, shareholders and suppliers. Reputation and growth protected. Pipeline of more than £80m qualified opportunities matching 33 checkpoints.

“The assistance, support and accountability from Progressive is second to none.” — Group Director, construction

Non-Executive Chair · five years

a multi-site UK services business

Chair through financial stress. Headcount reduced from 80+ to 19 while volumes increased. Three UK trading units. AI-enabled M&A. KPIs the board could inspect between meetings — not a pack nobody read.

Capital structure · private investors

a media PLC

Capital structuring and private-investor negotiation for an eight-digit investment and a subsequent £400m growth plan. Holding executives to account on performance and the integrity of the numbers.

PE-prep and post-PE strategy

two private-equity situations

PE-preparation: aligned leadership and shareholders for private-equity diligence and US market-entry. Post-PE: restored strategic clarity for a recently PE-backed company that had lost a coherent market and operating strategy.

FTSE 100 transformation

FTSE 100 healthcare group, 1989–1991

Supported consolidation of 34 customer-service sites into three centres. Led claims process redesign that cut settlement from 10 working days to 3. Created a provider-cost blueprint adopted as a contractual standard.

Practice built and sold · 2006

Financial advisory practice

Built and sold a financial advisory practice. The same discipline later applied to clients preparing for trade or institutional sale — including a business-services board that declined a PLC offer in excess of £5m in favour of a diversification and acquisition strategy.