Value creation in payments & fintech only matters when it's executable

I work with payments and fintech businesses at the point where they need to operate differently to unlock value—typically after a merger, during rapid scale-up, or when platform and regulatory complexity begins to outpace execution.

After more than 20 years in payments and fintech, across operating and consulting roles, I’ve seen the same pattern repeat. Strategy is rarely the constraint. Execution is. As organisations scale, ownership blurs, processes fragment, and delivery strains under growth, integration, and regulatory pressure.

I help leadership close that gap—working as a strategic operating partner across the full spectrum from value creation planning through operating model design to execution follow-through. That might mean making revenue growth repeatable, consolidating fragmented platforms, embedding compliance without slowing execution, leading post-merger integration, or building organisational capacity to sustain change.

I'm typically brought in when leadership needs confidence that strategic intent is translating into coordinated action—and that value creation isn't being lost in execution.