Still running your business — or is it running you?

If you've built a technically excellent business but somewhere along the way it stopped feeling like yours, you're not alone. Most engineering business owners I work with are brilliant at what they do — and quietly exhausted by everything else.

The business that was supposed to give you freedom has become the thing that demands the most from you. Your team depends on you for answers. Your systems depend on you to hold them together. And somewhere in the back of your mind, you know it shouldn't be this way.

It doesn't have to be.

What I do

I work with specialist engineering firms — typically 8 to 25 people — helping owners build businesses that run well without everything depending on them personally.

Not with cookie-cutter solutions. Not with a binder full of frameworks you'll never open again. With a clear-eyed look at where you actually are, an honest conversation about where you want to be, and a practical plan to close the gap.

I've spent over 40 years doing this. Before that, I spent seven and a half years at Rolls-Royce — the last three working as a research test engineer on the Concorde engine. Precision, process, and making complex things work reliably — that's not just what I've advised. It's how I've lived.

Where do we start?

With a free 45-minute conversation — no pitch, no pressure. Just a straight talk to see if we're a good fit.

If we are, there's a clear process from there. If we're not, I'll tell you honestly.

Book your Pre-Flight Briefing →