Background
My career has been split between in-house director roles and independent consultancy. In-house, that has meant running sales and marketing functions, key account portfolios and new product introductions for marine and engineering businesses. As a consultant, it has meant doing the same work for clients who need the senior view without the headcount.
The work has taken me across UK and European markets, into yards and onto stands, through tender processes and into boardrooms. The sectors change. The fundamentals of B2B selling do not.
Sectors
Approach
The approach across every engagement is the same. Understand what the business actually sells, who actually buys it and why they choose one supplier over another. Set a small number of measurable objectives. Build a plan that the team will use, not a document that sits in a drawer. Then deliver, review and adjust.
- Honest assessment up front — no inflated pipeline forecasts.
- Small number of priorities, properly resourced.
- Written plans, written reviews. What gets recorded gets done.
- Practical commercial advice from someone who has carried a number.
Credibility markers
- Marine sales, marketing and business development at director level.
- RIB, workboat and small craft procurement experience on both sides — buyer and supplier.
- Tender writing, evaluation and bid support across commercial and public sector contracts.
- Trade show, dealer network and key account management across UK and European markets.
- Marketing planning and copy that has been used to win real work.
Values
Say what you'll do. Do what you said. Tell the client when it isn't working.
The work is for owner managed businesses who do not have time for consultancy theatre. I keep the language plain, the meetings short and the deliverables practical. Where I think something is the wrong call commercially, I'll say so before it becomes expensive.