Engagements scale to the situation. Most begin with a rapid diagnostic: analytical, quick, and ending in a shared factual base and a prioritised set of options.
Where the brief is already sharp, such as an integration to run, a proposal to build, or a role to hold, I start where you are. Facts first, then priorities the team owns, then delivery.
A focused assignment with a defined output can take a few days. An interim mandate runs in proportion to the agreed scope. A delivery engagement can run throughout a hold period, with intensity flexing over time. The engagement is sized to the problem.
I work alongside the CEO, the CFO and the finance team rather than around them. The plan has to be theirs by the end of it.
The cases across this site span retail, consumer, media and entertainment, leisure, healthcare, technology, and B2B services. All cases are anonymised throughout this site.
Repeat business is the strongest reference there is. Management teams have invited me back years later to refresh the original work.
The management team shapes every piece of work at the start, and nothing is finished until it has an owner inside the business.
I set up Arrow having worked all four sides of the table: as a value creation director inside sponsor portfolio companies, as an operator in corporates, as a consultant through Eden McCallum, and as an investor for a family office VC.
Where a project needs more hands than one, I bring in associates I have worked with before.
I don’t need any detail. I will set up a short call. No charge, no deck, and no follow-up unless you ask for it.