A-01 · Subject
Making the choices that shape the next enterprise.
I help leadership teams make choices about the future of the enterprise.
Specification
| Ref. | Measure | Value | Note |
|---|---|---|---|
| S-01 | Portfolio reshaped | ₹6,200 Cr | Exits, entries and partnerships |
| S-02 | New growth businesses | 4 | Incubated to independent scale |
| S-03 | Strategic partnerships | 15 | Across three continents |
| S-04 | Strategy horizon | 2030 | Approved by the board, funded and tracked |
Modules of expertise
Career elevation
Stage 04 · 2020 — Present
Aldermoor Group
Leading enterprise strategy, portfolio direction and the evaluation of growth options.
Stage 03 · 2016 — 2020
Fairhaven Holdings
Developed strategic assessments, partnership options and business plans across a portfolio.
Stage 02 · 2010 — 2017
Ashworth & Lyle Strategy Advisers
Advised boards in industrials and financial services on portfolio choices, acquisitions and long-range strategy.
Stage 01 · 2005 — 2010
Meridian Consolidated
Ran acquisition screening and integration, and learned the difference between a good deal and a good strategy.
Detail drawings
01Detail
A portfolio review had become a debate about individual business plans. I developed a common view of market attractiveness, enterprise fit and capability requirements so the leadership team could compare strategic options. The discussion shifted toward the choices that mattered across the portfolio rather than defending each existing allocation.
02Detail
A growth opportunity depended on assumptions the organisation had not tested. We separated the reversible steps from the commitments that would be difficult to unwind, defined learning milestones and considered partnership options. The resulting recommendation connected ambition with an explicit plan to reduce uncertainty.
03Detail
Strategic priorities were being added without changing budgets or leadership attention. I worked with business-unit leaders and finance to connect the chosen priorities to resource decisions, named owners and review milestones. The strategy review became a place to address trade-offs and dependencies rather than restate the ambition.
Board record
Independent Director
Strategy & Investment (Chair)
2022 — Present
Fellow and Advisory Board Member
Scenario Council
2019 — Present
Peer review
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.
Working notes
An enterprise can approve individually persuasive business plans without creating a coherent portfolio.
Read the essayA set of future narratives is useful when it changes how a leadership team acts today.
Read the essayPriorities that do not change budgets, leadership attention or capability investment may remain statements of intent.
Read the essayAn invitation
For board, advisory and leadership conversations where enterprise strategy matters.
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