Chief Strategy Officer United States · Global perspective
The person behind
the decisions.
I help leadership teams make choices about the future of the enterprise. My work connects portfolio direction, growth opportunities and strategic partnerships with the operating and capital decisions needed to act.
I am interested in the assumptions that make an option attractive, the evidence that could challenge it and the capabilities the organisation would need to pursue it. Strategy becomes practical when those questions are shared by the people responsible for execution.
I bring structure to uncertainty without pretending to remove it. My role is to improve the quality of the choice, clarify what must be learned and keep attention on the decisions that shape the next chapter.
Open to Board appointments · Advisory roles · Speaking invitations
Languages / English · Spanish
A leadership conviction
Strategy should make a consequential choice clearer. I examine assumptions, alternatives and capability demands, then help the organisation connect its chosen direction with capital, ownership and a disciplined plan to learn.
- Portfolio reshaped
- ₹6,200 Cr
- Exits, entries and partnerships
- New growth businesses
- 4
- Incubated to independent scale
- Strategic partnerships
- 15
- Across three continents
- Strategy horizon
- 2030
- Approved by the board, funded and tracked
Career chapters
2020 — Present 01
Chief Strategy Officer
Aldermoor Group
Leading enterprise strategy, portfolio direction and the evaluation of growth options. Working with the CEO, finance and business-unit leaders to connect strategic choices with resources and execution.
2016 — 2020 02
Vice President, Corporate Strategy
Fairhaven Holdings
Developed strategic assessments, partnership options and business plans across a portfolio. Built experience framing uncertainty and translating analysis into decisions that operating teams can act on.
2010 — 2017 03
Partner
Ashworth & Lyle Strategy Advisers
Advised boards in industrials and financial services on portfolio choices, acquisitions and long-range strategy.
2005 — 2010 04
Corporate Development Manager
Meridian Consolidated
Ran acquisition screening and integration, and learned the difference between a good deal and a good strategy.
Board & advisory record
Current appointments
Meridian Consolidated
Independent Director
Strategy & Investment (Chair)
2022 — Present
The Futures Policy Institute
Fellow and Advisory Board Member
Scenario Council
2019 — Present
Education & credentials
- MBA, Strategy & Finance
- Westbrook School of Management · 2004
- M.Phil, Economics
- Kingsgate University · 2003
Recognition
Strategy Leader of the Year
Capital & Governance Quarterly · 2024
Deal of the Year — Partnership
The Corporate Development Awards · 2022
Books & papers
Choices That Shape Enterprises: Strategy for Boards and Executives
Ashgrove Press · 2024
In conversation
Capital & Governance Quarterly / 2025
Making the portfolio choices most boards postpone
The Boardroom Review / 2024
Scenarios the board can actually use
The Leadership Ledger podcast / 2023
Episode 115 — Strategy is a choice, not a deck
Perspectives from colleagues
Turned our strategy from an annual document into a set of decisions we actually made.
Thinks in decades and acts in quarters. Exactly what a board needs.